Day, George S2023-05-222023-05-2219992018-05-18https://repository.upenn.edu/handle/20.500.14332/39585As 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.Originally published in MIT Sloan Management Review © 1999 MIT Press (https://sloanreview.mit.edu/).BusinessBusiness Administration, Management, and OperationsBusiness IntelligenceMarketingOrganizational Behavior and TheoryArticle