C-levels love the "shut it down and wait until someone cries up" method because it gives easy results on some arbitrary KPI metric without exposing them to the actual fallout
It's not in the C-level's job description to manage the daily operations of the company, they have business managers to do that. If there's an expensive asset in the company that's not (actively) owned by any business manager, that's a liability -- and it is in the C-level's job description to manage liabilities.
said C-level exec will defend themselves with "we gave X months of advance warning AND 10 months after the fact no one had complained"
And that's a perfectly valid defense, they're acting true to their role. The failure lies with the business/operations manager not being in control of their process tooling.
It's not in the C-level's job description to manage the daily operations of the company, they have business managers to do that. If there's an expensive asset in the company that's not (actively) owned by any business manager, that's a liability -- and it is in the C-level's job description to manage liabilities.
said C-level exec will defend themselves with "we gave X months of advance warning AND 10 months after the fact no one had complained"
And that's a perfectly valid defense, they're acting true to their role. The failure lies with the business/operations manager not being in control of their process tooling.