Re:Small Projects, Big Companies
by softwaredoug on Saturday November 30, 2019 @08:49PM
(#21673270)
Yes though it’s more complicated than this. Executives often don’t have time for every purchasing decision. And a lot of “CEO plays golf with other CEO” don’t lead to purchasing decisions that gain traction with anyone at the client that has to work in the problem domain, and can lead to dissapointing results for the purchasing org.
What you want is the right level of decision making for what you’re selling. Sometimes it’s a skip level manager with budgetary authority and expertise to champion purchasing. Other times it’s many different stakeholders up and down the org chart (from end users to execs).
In my experience you won’t get exec buy in if you don’t have their subordinates and others championing you as the best choice. If the in house expert in the domain isn’t interested, you won’t succeed with the executive.
Re:Small Projects, Big Companies
by Aeolun on Saturday November 30, 2019 @08:54PM
(#21673292)
This depends on how much the executive values the experts opinions. For a callcenter, or any other support group, I think this is close to zero (e.g. anyone can do that job).
What you want is the right level of decision making for what you’re selling. Sometimes it’s a skip level manager with budgetary authority and expertise to champion purchasing. Other times it’s many different stakeholders up and down the org chart (from end users to execs).
In my experience you won’t get exec buy in if you don’t have their subordinates and others championing you as the best choice. If the in house expert in the domain isn’t interested, you won’t succeed with the executive.