Rory Sutherland

Or words to that effect.

I'm putting words in his mouth, but this is roughly speaking what the person said happened in the meeting.

That makes a lot of sense.

And by the way, that's why my father had four Dysons.

Stingy man though he was.

I hope he won't mind me saying this, my late father.

But every time he rang them up, which might have been only once every year, they did something astonishing.

And they were really, really helpful.

And they solved the problem.

And the part arrived the next day.

Sometimes they didn't even charge for the replacement part.

And therefore, he completely trusted those people and therefore was willing to pay an enormous premium

really, over other vacuum cleaners, which might have had the same notional effectiveness, precisely because of that trust.

A really, really good service organization allows for very streamlined, efficient service for people who know exactly what they want.

and extremely empathetic service for people who are undecided, uncertain, or find themselves in an unusual situation.

And so you need to do both.

And that's where I think the tech bros have got it all wrong, because they see the opportunity of tech as being a one-way street towards ever greater efficiency, streamlining.

And let's face it, tech bros are not neurotypical.

in terms of what they want from things.

When you allow tech bros too much power over decision-making, along with their running dog lackeys in kind of management consultancy, you're optimizing for something which may be very, very distant from what your real-world customers really care about.