http://geekmba360.disqus.com/enFri, 25 Dec 2009 16:55:38 -0000http://www.GeekMBA360.com/?p=938#comment-27269178<p>Is the business growing? Is the CEO able to sell his vision in the market and gaining traction? I think if the company is growing, it might worth a fight for you to continue to figure out a way to get your message to the CEO. </p> <p>Larry Ellison was notorious for being a hard CEO to work for. But, he had a history of capable right-hand men who were willing to go the extra miles to bail him out because they because he got the big idea right (i.e. Larry recognized the importance of database and SQL.) <br>Do you believe in the CEO vision and the market potential of your business? If yes, keep trying to make this work! :-)</p>GeekMBA360Fri, 25 Dec 2009 16:55:38 -0000http://www.GeekMBA360.com/?p=938#comment-27241470<p>This case describes my current predicament perfectly!</p> <p>I am working for a local startup. The dysfunctional-ness didn't come as a result of office politics as much as from personality incompatibility. Our founder is a marketing guy who has a great idea of how to improve direct marketing. However, he doesn't know much of the complexity of software development, nor does he care. </p> <p>He says all the right things, e.g. revenue is an entrepreneur's friend, don't let the perfect kill you, etc. Yet when it comes to execution, he has a fairy tale kind of expectation of product development --- if he comes up with a feature, it should be delivered in a week.</p> <p>We just can't get our message to him. In the end, he doesn't know what he doesn't know. That is really a bad sign for a startup.</p>BWFri, 25 Dec 2009 03:21:26 -0000