- Does our top management continuously reinforce the need for market-driving ideas?
- Do we actively seek to cannibalize our own products?
- Is the pursuit of competing emerging technologies permitted?
- Are new ideas routinely imported from the outside?
- Are time and resources allocated for curiosity-driven explorations?
- Do we tolerate failures when people are attempting something really new?
- Are processes in place to capture learning from failures?
- Are people encouraged to share their failures publicly?
- Do we constrain innovation through too much respect for hierarchy?
- Are organizational rules and norms enforced too rigidly?
- Do we tolerate mavericks and allow space for champions to flourish?
- Do we hire people who will increase the genetic pool of our company?
- Do we mix people on teams to generate creative abrasion?
- Are novices included on important projects to question assumptions?
- Do we think our people are entrepreneurial?
- Are exceptional innovation achievements and efforts recognized and rewarded?
- Do we allow for long payback horizons for innovation projects?
- Do we accept alternative routes to obtain funding and approval for market-driving ideas?
- Do we have processes that move ideas from the bottom to the top without obstruction?
- Do we run competitions to generate radical new concepts?
- Do we ensure that radical ideas do not lose resources to incremental ideas?
The Strategic Role of Marketing
by Manda Salls
HBS Working Knowledge, May 31, 2004
Note: From the book Marketing as Strategy by Nirmalya Kumar
Subject: Marketing Questions