Published by:
Harvard Business Publishing
Length: 6 pages
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Abstract
Most U.S. companies have developed fairly rigid marketing structures to achieve certain and predictable results, when the business climate is equally certain and predictable. But such engines of efficiency have a price. As top executives come to rely on routinized marketing structures instead of management imagination, they neglect managers'' marketing skills. Companies can nourish such constructive subversion by seeking out "hungry" managers, rewarding good performance, and making creative rule breaking possible.
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Abstract
Most U.S. companies have developed fairly rigid marketing structures to achieve certain and predictable results, when the business climate is equally certain and predictable. But such engines of efficiency have a price. As top executives come to rely on routinized marketing structures instead of management imagination, they neglect managers'' marketing skills. Companies can nourish such constructive subversion by seeking out "hungry" managers, rewarding good performance, and making creative rule breaking possible.