Skip to content

Customer obsession begins with owning the customer’s problem

Years ago, I was walking through a parking lot in Mountain View, CA, when I bumped into Scott Cook, the founder of Intuit, the software firm known for such blockbuster financial applications as Quicken, QuickBooks, and TurboTax.

As we briefly chatted, I mentioned that I was a Quicken user. Cook’s eyes narrowed as he leaned toward me. “Really?” he said. “What can we do better?”

It’s been over two decades since that encounter, but the exchange has always stuck with me.

In my experience, tech executives are good at telling you what their companies do well but not as eager to ask for feedback.

In the course of building a nearly $10 billion company over 39 years, Intuit has carved out a reputation for “customer obsession,” so when I got a chance to catch up with Nhung Ho, vice president of artificial intelligence, I jumped at the chance to find out how that obsession plays out in real life.

To read this article in full, please click here

Source:: Computerworld