The thing that brought the same idea home for me is the idea that optimization is a destructive process. A business is a complex thing with many, many variables influencing its success. If you truly optimize "customer value" then you must give up everything else. A much more nuanced approach is to do what you did, and balance off various values against each other. Unfortunately this is very difficult to measure or "logic," it requires appreciating things like complexity, uncertainty, and indirection. But ultimately it produces better outcomes, and I'll take a manager who thinks like that over one that doesn't every time.
P.S. Recommended reading on this topic, "Obliquity" by John Kay is excellent.
P.S. Recommended reading on this topic, "Obliquity" by John Kay is excellent.