One of the biggest challenges for a CEO restructuring a company is dealing with impatience. I am referring to impatient analysts who are seeking quick turnarounds.

First quick turnarounds for large entities usually result in short term band-aid solutions. Lasting turnarounds require time, investigation, talent, and careful execution. Think immediate short term fixes that do not address the underlying problems but simply put out fires. Now think long term solutions that address the source of the fire. Proper turnarounds require time, investigation, talent, and careful execution.

I can guarantee that a quick turnaround will result in several more months and even years of painful fixes to fix the inevitable damage caused by the quick fix.

Dan Hesse has improved customer satisfaction. Yes, the company is number 3 but it is closer to Number 2 then it was before Dan Hesse got to Sprint.

Hesse, is seeking incremental improvements. Hitting one out-of-the-park is dangerous; I would advise base hits and good defense.

The recent news regarding Sprint’s customer service is positive news. Improvement in customer service is a positive sign. Investors need to see this as good news and has one step in a long process. One more thing this is probably a sign that Sprint’s network is having drastically fewer issues that would turn off consumers. All good news.

Sprint is likely adjusting its strategic and tactical plan based on customer satisfaction and market dynamics. However, such adjustments or changes in course will fail if Sprint lacks a vision for the company. Dan Hesse’s vision of the type of telecom carrier he wants Sprint to be is key to the success or failure of Sprint. Navigating the waters of restructuring requires you to know where you want to go. In Sprint’s case, Dan Hesse needs to know what kind of carrier he wants Sprint to be.