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Making It Run Isn't Running It
In the early, primitive days of marketing professional services, there weren't enough people doing marketing for law, accounting, and consulting firms to think much about marketing department management. The exceptions, of course, were the larger firms, particularly those for which, in the beginning, having more people on staff was readily equated to better marketing. Marketing, at the beginning, was invariably assigned to a partner, who had only a vague idea about marketing and the marketing process, and certainly, no marketing experience.
The newly appointed marketing partner was then charged with hiring and managing a marketing director. The partner, who generally knew nothing about marketing, knew even less about managing a marketing operation. This often led to chaos, as well as poor marketing, no matter how good the marketing director was.
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