It’s an incredibly condescending exercise, both to the managers (lol at a reduction of meeting time, is the assumption that managers go to meetings for fun?), and to the people who actually run support (who get to use already stretched resources to herd untrained, resentful managers).
Google’s products aren’t bad because the VP’s have lost the meaning of holding your customer dear. Maybe their senior managers are stuffed with former startup founders, all visionaries in their own minds, who collect big windfalls to join, play at empire building for a few years, then quit in a huff and blog about how it’s everyone else’s fault.
> (lol at a reduction of meeting time, is the assumption that managers go to meetings for fun?
This assumption that every manager has complete agency over their own meeting schedule is equally flawed. I've never attended a meeting for fun, but I've attended countless meetings that were of absolutely zero value to me just because someone up the food chain from me decided I should be there.
> who get to use already stretched resources to herd untrained, resentful managers
I'd argue that managers being untrained in customer service and, especially, resentful of being forced to do it illustrates the author's point pretty well.
In my opinion, managers with little understanding of the customer experience should be condescended to. If they think it's beneath them to do a little actual work, doubly so.
Google’s products aren’t bad because the VP’s have lost the meaning of holding your customer dear. Maybe their senior managers are stuffed with former startup founders, all visionaries in their own minds, who collect big windfalls to join, play at empire building for a few years, then quit in a huff and blog about how it’s everyone else’s fault.