<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Decision Making on MYLES — Strategy &amp; Innovation Consulting</title><link>https://myles-innovation.com/tags/decision-making/</link><description>Recent content in Decision Making on MYLES — Strategy &amp; Innovation Consulting</description><generator>Hugo</generator><language>en</language><lastBuildDate>Mon, 02 Mar 2026 00:00:00 +0100</lastBuildDate><atom:link href="https://myles-innovation.com/tags/decision-making/index.xml" rel="self" type="application/rss+xml"/><item><title>The Product Leader's Guide to Customer-Centric Decision Making</title><link>https://myles-innovation.com/blog/customer-centric-decision-making/</link><pubDate>Mon, 02 Mar 2026 00:00:00 +0100</pubDate><guid>https://myles-innovation.com/blog/customer-centric-decision-making/</guid><description>&lt;h2 id="the-gap-between-believing-in-customers-and-deciding-based-on-them"&gt;The Gap Between Believing in Customers and Deciding Based on Them&lt;/h2&gt;
&lt;p&gt;Almost every product organization claims to be customer-centric. The language is everywhere: customer obsession, voice of the customer, putting the customer first. It appears in mission statements, company values, and product strategy decks. It is invoked in roadmap meetings as a rhetorical trump card — &amp;ldquo;but what do the customers actually want?&amp;rdquo;&lt;/p&gt;
&lt;p&gt;And yet the majority of product decisions in B2B companies are not made based on systematic, quantified customer evidence. They are made based on the opinions of internal advocates, the loudest customer complaint from the most recent sales call, the competitive feature that the market analyst flagged in a report, or the engineering team&amp;rsquo;s judgment about what is technically interesting. The customer is present in the language but absent from the evidence.&lt;/p&gt;</description></item></channel></rss>