Marketing Papers
Document Type
Journal Article
Date of this Version
1999
Publication Source
MIT Sloan Management Review
Volume
41
Issue
1
Start Page
11
Last Page
22
Abstract
As companies aspire to become market-driven, they exhort employees to get closer to customers, stay ahead of competitors, and make decisions based on their markets. Yet, even the best-intentioned senior managers find it difficult to translate those aspirations into action. Failed or flawed change programs have many symptoms, most of which are traceable to a lack of commitment to the deep-seated changes needed. The organization hasn't fully grasped what it means to be market-driven — or why it matters — and lacks a clear path to that end.1 Further problems occur if the change program is unsuited to the task of orienting the business to its present and prospective markets.
Copyright/Permission Statement
Originally published in MIT Sloan Management Review © 1999 MIT Press.
Recommended Citation
Day, G. S. (1999). Creating a Market-Driven Organization. MIT Sloan Management Review, 41 (1), 11-22. Retrieved from https://repository.upenn.edu/marketing_papers/402
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Date Posted: 15 June 2018
This document has been peer reviewed.