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Jeetu Patel
EVP & Chief Product Officer at Cisco
Jeetu Patel is an accomplished executive with a diverse background in large-cap, mid-cap, and start-up enterprise software companies, overseeing global P&L responsibilities.
His business expertise spans across various areas including General Management, Enterprise Sales & Marketing/GTM, Product Management, Product Positioning, Corporate Strategy, M&A, and Global Team Leadership.
Jeetu Patel has extensive experience in technology domains such as Social Collaboration, Productivity Software, Mobility, Cloud File Storage, Enterprise File Sync & Share (EFSS), Hybrid Cloud Infrastructure, Big Data, Enterprise Content Management, Security, Software-as-a-Service (SaaS), and Enterprise Software.
He pursued a Bachelor of Science degree in Information Decision Sciences from the University of Illinois Chicago.
Throughout his career, Jeetu Patel held key roles in reputable organizations like Cisco, Box, Equinix, JLL, EMC, Doculabs, and HackerRank, serving in various capacities including EVP & Chief Product Officer, Board Member, SVP & GM, Chief Strategy Officer, CTO, CSO, CMO, President, and Executive Vice President.
Highlights
“Every job will be reconfigured because of AI” and “Humans will never be obsolete” are both true statements and not mutually exclusive conditions.
AI’s impact and human creativity both can’t be overstated enough.
Debating the Obvious vs. Deliberating the Irreversible
One of the simplest ways to gauge the responsiveness and agility of a company is to look at how it spends its decision-making time.
If a company spends countless hours debating and deliberating things that are blindingly obvious, it’s a red flag. It usually means they have a low bias for action and a slow “clock speed.” The opportunity cost of inaction piles up quickly in such environments.
On the other hand, decisions that are one-way doors—moves that are hard or impossible to reverse—are where patience pays off. These require healthy debate, thoughtful consideration, and weighing of long-term consequences.
The real skill for leaders and teams is not simply “moving fast.” It’s having the judgment to know when to move fast and when slow is fast! It’s about separating the quick wins that demand immediate execution from the pivotal decisions where a wrong move can set you back years.
Great companies develop this decision-making muscle. They act decisively on the obvious, and they invest time in debating the irreversible.
The magic lies in knowing the difference.
What grade would you give your company in this area?
What contribution could you make from where you sit to improve the decision making clock speed?
