Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Innovation: Organizing and Leading “Heavyweight” Development Teams

Article Summary Clark, K.B., & Wheelwright, S.C., 1992. For Innovation Master Class
by

Lianne Wilmink

on 25 November 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Innovation: Organizing and Leading “Heavyweight” Development Teams

The human side of innovation management
Article Presentation Group 2

Minke Bergsma
Niels Nederpelt
Lianne Wilmink

Effective Product and Process Development
Marketing
Engineering
Manufacturing
Types of Development Project Teams
Functional Team Structure
FM
FM
FM
Working Level
Responsibility and authority aligned
Judged, evaluated and rewarded by the same managers (career paths)
Prior experience

Judged independently of overall project success
Every project different objectives and performance requirements
Lightweight Team Structure
FM
FM
FM
Same strenghts and weaknesses as functional structure, BUT at least one person looks across functions
Improved communication
PM
Project Manager
Liaison
L
L
L
Autonomous Team Structure
FM
FM
FM
Focus
Cross-Functional integration
Expand bounds of project
Hard to go back after completion
Can get away from senior management
Birthplace of new business units
L
L
L
PM
Market
Concept
Heavyweight Team Structure
FM
FM
FM
PM has direct access and responsibility for the work of all
PM's are senior managers with expertise and experience and wield organizational clout
Core people are dedicated and colocated with PM
PM is not responsible for long term career development of individuals


PM
Market
L
L
L
Heavyweight Teams
Promising yet often absent
Improved communication
Stronger identification and commitment
A focus on cross-functional problem solving

Not so easily managed, unique issues and challenges.


You need a 'heavyweight' leader!
Not just a new structure, a new way of working
Both team and organization must realize this
only then can the team reach its full potential




The Bandit Pager Heavyweight Team
The core team consisted of a heavyweight project leader and a handful of dedicated and co-located individuals
Challenges of a heavyweight team
-Integration and integrity
-Less time and less employees needed

-Conflict with functional organization
-Get carried away and misguiding status
-Can turn into autonomous tiger teams
-Individual components may not have the same technical excellence

Managing the Challenges
You need:

Project Charter
Contract Book
Staffing
Project Leadership
Direct Market Interpreter
Multilingual Translator
Direct Engineering
In Motion
Concept Champion
Team Member Responsibilities
The Executive Sponsor
The Necessity of Fundamental Change
Basic changes need to be made
Attitude and Behavior

Focus, Integration and Effectiveness
Questions?
Concept
Full transcript