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.

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Date Posted: 15 June 2018

This document has been peer reviewed.