Recently, TI conducted a fascinating survey, reviewing its last fifty or so successful and unsuccessful new-product introductions, and found that one factor marked every failure: “Without exception, we found we hadn’t had a volunteer champion. There was someone we had cajoled into taking on the task.” The executive who told us this added: “When we take a look at a product and decide whether to push it or not these days, we’ve got a new set of criteria. Number one is the presence of a zealous, volunteer champion. After that comes market potential and project economics in a distant second and
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