Success needs great vision of what can be in the near future, and carefully pushing that as far as possible but not letting "feature bloat" push it too far out. You can find this vision in both marketing and in engineering teams. If you are great at engineering (likely if you are reading this here), then you can hire people in marketing to sell whatever you create; while if you are great in marketing you can hire engineers to create your vision. Either works.

That the vision seems to have been in marketing in Sega's case shouldn't take away from all the engineering effort that went in as well, but the vision, and thus credit, is on marketing making the right decisions. There are plenty of other engineering companies that likewise have a good vision.