Among the many management "innovations" or fads (like matrix management etc) was the idea that engineers should be in charge and, uniquely so far as I can work out, created and Engineering and Marketing division with sales as a subset of Marketing.
Irrespective of any individual's own capability, collectively this was a total failure. I have seen it fail before even without this formal organisation. But don't get me wrong, I have seen some pretty disastrous failures when other disciplines gain an ascendancy. So it isn't simply that engineers aren't suited to dominate, as a class, though there are good examples of engineers who have created and managed top notch companies, these are often the exceptions rather than the rule.
Ditto inventors. They can't let go. "This is my design and this is how I want to have it made." I have personally lost time and money trying to work with some of these types. No matter how much you tell them that this is how their idea should be packaged and this is where the money is, they can't accept it. It's their baby.
And of course, we all know the dangers of letting the bean counters run the show.
But sticking with engineers, amongst whom there were no star performers and where there was no understanding of all the other necessary skills and abilities to produce a good product:
Example 1:
A water meter manufacturer and been around for 200years. A leading supplier.
In 1963 they produced a new water meter, and engineering had a field day.
The resultant design was based on a mix of existing manufacturing methods and some new but included all sorts of novel features. All good features that in time were adopted - by other manufacturers.
The clients referred to it as a "Rolls Royce" of water meters. They bought the competing design. Cheaper, less filled with novelties and produced using innovative modern assembly methods which the design and manufacturing methods were developed to support.
Example 2:
A leading supplier of niche market high spec sensors.
Engineering rightly respected for that but when tasked with producing a more general use sensor, couldn't let go of the specification enough to deliver. Sure they designed it and produced it, but the sales of the niche market high end sensor still outsold all the supposedly low end sensors combined.
We can all find examples in any industry of the converse, of course, where engineers or whoever, sees an opportunity and can't get management on board.
This is when you find escapees from the original company setting up shop down the road and doing what they want very successfully.
All too often engineers want to make what they want to make and think it sales' job to sell it.
Sales keep selling what clients want to buy
Oh, you sold warp engines to a customer even though we don't currently have that as a product?
Marketing is needed to bridge the gap.
It has to be a collaborative effort managed by someone who can manage, whatever their discipline.
The right product is the one the client will buy.
Sales will report wish lists from clients and try to sell stuff the company doesn't make because they think that once hey have an order, some one will deliver the goods. They do this because, sometimes, it works.
Someone has to decide what the market needs, can be manufactured and will make a profit.
Engineers can say what they can make.
They often don't have the ability to determine the difference between what the clients likes and what he will pay for.
All the different departments and skills have a role.
In the end it really shouldn't matter what the origins of the decision makers so long as they can make enough good decisions to outweigh the bad and keep the company afloat.
To allow any form of unbalance means the number of bad decisions often outstrips the ability of good decisions to compensate.
And good managers are always in short supply in all disciplines. In some other ares, it may be difficult to find good engineers, good sales people and so on.
But that is the real world and it doesn't necessarily mean failure.
It means your business model (and your product) has to be robust enough to work even with bad managers, poor finances etc etc. and most companies do manage this for a goodly while.
Companies with good managers, excellent standards in all disciplines are almost as rare as hens teeth, otherwise, they'd clean up (and they do exists time to time).
JMW