Học gì từ CEO của JetBlue?
Ngô Quang Hưng | 30 tháng 06, 2006 | 
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David Neeleman, CEO và người sáng lập JetBlue, thỉnh thoảng “du Giang Nam” làm tiếp viên:
One day flying JetBlue, I found myself being served by David Neeleman, the airline’s founder. When was the last time you met your customers and asked how you could better serve them?
Among the many hazards of business success is this one: The bigger your company gets, the less contact you have with some of the most important people who have helped get you there, namely, your customers. You just can’t spend as much time with them as you did in the early days. There are always more pressing matters–problems to solve, financing to arrange, people to hire, deals to make. You increasingly count on employees to handle the day-to-day relationships with customers, while you become more and more removed from them. It’s a process that can undermine even the most promising young company–unless you make a conscious effort to ensure that that doesn’t happen.
Giá mà ông Hiển cũng có thái độ như thế, thay vì thế này. Đây là ví dụ về làm business. Trong nghiên cứu khoa học máy tính, đôi khi ta “bận bịu” với các vấn đề trừu tượng đến nỗi quên mất một trong những công việc thú vị nhất là lập trình. (Lập trình một sản phẩm nghiêm túc chứ không phải viết mấy cái simulation be bé hay dùng MatLab, Mathematica, OpNet, Glomosim, …). Như vậy rất đáng tiếc! Giáo sư Don Knuth từng nói:
I was surprised to learn that the writing of programs for TeX and for METAFONT proved to be much more difficult than all the other things I had done (like proving theorems or writing books). The creation of good software demands a significantly higher standard of accuracy than those other things do, and it requires a longer attention span than other intellectual tasks.