Early in the development of a new product line, the critical resource is talent  New marketing ventures require a degree of managerial skill disproportionate to their short-term revenue prospects  Usually, however, talented managers are assigned only to established high-revenue product lines and, as a result, most new marketing ventures fail
Contrary to current practice, the best managers in a company should be assigned to development projects
The more talented a manager is, the less likely he or she is to be interested in undertaking the development of a new product line.