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Management article
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Reference no. 91504
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1991

Abstract

Had Don Frey let political infighting, shortsighted financial planners, and an impulsive, hostile CEO defeat his desire to develop and market new products at Ford, the Mustang might never have made it from drawing board to the highway. During his 17 years at Ford, Frey learned that a new product proposal needs a high-level champion to communicate the product''s benefits to every faction of the company, withstand the criticism of non- believers, and then drive through the barriers set up by management bureaucracy.

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Abstract

Had Don Frey let political infighting, shortsighted financial planners, and an impulsive, hostile CEO defeat his desire to develop and market new products at Ford, the Mustang might never have made it from drawing board to the highway. During his 17 years at Ford, Frey learned that a new product proposal needs a high-level champion to communicate the product''s benefits to every faction of the company, withstand the criticism of non- believers, and then drive through the barriers set up by management bureaucracy.

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