Yes, absolutely possible - it's just a lot more work. As simonsarris points out above, this will be the exception rather than the rule in a system where universities and faculty are not measured/rewarded for quality of teaching.
Sage advice not just for CEOs but for anyone leading a team. Direct, constructive feedback is a great way to encourage open communication. Give early, give often.
I recently joined a team where the leader is very good about giving honest, no-BS feedback while being polite and respectful. It rubs off on everyone on the team. It might seem like a subtle difference, but this improves everyone's attitudes vs. those with a less-experienced leader. Having a team in which each member can give/receive feedback well makes the group experience _much_ better.
Apparently the Royal Swedish Academy of Sciences doesn't realize how hard it is to get a taxi in SF, otherwise Al Roth and Lloyd Shapely might have shared this with Travis Kalanick.
Very much agree that winning on value rather than price is critical, especially for B2B companies working to establish themselves in the market. Focusing on price is fraught with peril and impossible to maintain for long. (Note that cost vs. price is a key distinction here - selling a product that reduces cost for the customer is great, but that's very different from using price to differentiate against competitors.) Nailing the solution to a tough customer problem is a much better formula for sustained growth... not to mention higher margins.
The allusion to the whole product is a big deal, too, because this is how that value is perceived your customers. Getting the core functionality right is a big piece of the puzzle, but I have often been amazed how much importance customers place on other things like a less painful sales process, service, support, training, etc. Building a coherent package across several of these dimensions can be a great way to differentiate in a crowded market and avoid the slippery slope of discounts.
