One major mistake Schneider had seen was how companies confused supporting roles, like legal, human resources, and information technology, with product creation roles like design and development. Product creators are the true talent of any corporation, especially one claiming to bet on innovation. The other roles don’t create products and should be there to serve those who do. A classic betrayal of this idea is when the IT department dictates to creative what equipment they can use. If one group has to be inefficient, it should be the support group, not the creative. If supporting roles, including management, dominate, the quality of products can only suffer.