Management of Technology OM476

1
Management of Technology (OM476)

• Managing NPD Teams
• March 8, 2006
• S. Fisher

2
Agenda

• Surprise adapting the schedule again!
• Team composition and processes
• In-class mini case

Managed innovationis often considered an
oxymoron. Many companies find that as soon as
management shows up, the forces of innovation
start looking for places to hide. ---Rita Shor,
Corporate E-Business Manager at 3M (from
Manufacturing and Technology News,
www.manufacturingnews.com/news/editorials/shor.htm
l)
3
Revised Schedule

• Today
• Discuss NPD team management
• Collect Evista case deliverables
• Monday March 20 Project Selection
• Wednesday March 22 Discuss case 6
• Monday March 27 Discuss Evista case

4
Think back to OB class

• What are some of the key attributes related to
  team functioning?
• What is unique about NPD that might affect how
  you would organize or manage a team?

5
RD team mini-case

• Read Feed RD case
• In small groups, discuss and prepare answers to
  the following questions
• What team management challenges would Lars face
  if he outsourced the RD work?
• Should Lars outsource RD on this project to
  Inova? If so, how much of the RD work?

6
Collaborating Across the Globe

• Often creates need for virtual teams
• Communication patterns
• Permanence
• IBM example global project staffing

7
How to build cross-border teams?

• Some companies are attempting training and
  cross-cultural awareness
• General team building activities
• Axcelis Technologies in Beverly, MA hired a
  trainer to help employees better understand how
  Indian co-workers would act
• Different styles in handshakes, eye contact
• Immersion trips
• Strengths/limitations of communication
  technology?

8
Team Structure

• 4 types based on integration
• Functional minimal integration
• Lightweight project manager facilitates
  integration
• Heavyweight matrix structure
• Autonomous team becomes primary work unit
• Pros and cons of these types?
• Role of team leader vs. project champion?

9
Co-location

• Opposite of virtual teams in many ways
• Bringing project team members together at the
  same site
• Gets really interesting when you start crossing
  organizational boundaries
• Blended teams clients and consultants
• ERP implementation example

10
Lead User Teams at 3M

• Comprised of 4-6 members with diverse skills
  (technical, marketing, etc)
• Autonomous
• Assigned ambiguous, uncertain projects to
  research mandate to take risks
• Partner with Lead Users, experts working in
  target industries
• Has resulted in more efficient and effective
  innovation - very different from 3Ms traditional
  inventor in the lab model

Source Shor, R. Managed Innovation 3Ms latest
model for new products. From www.manufacturingnew
s.com/news/editorials/shor.html, January 16 2006.
11
Problems at Microsoft?

• Turnover up 1 to 9 (still lower than industry
  average)
• Some employee discontent
• Defections to Google
• Bloggers such as Mini-Microsoft launching
  critiques
• Spending time on project reviews and internal
  coordination rather than talking to customers and
  taking products to market

Source Greene, J. (Sept 26, 2005). Troubling
Exits at Microsoft. Business Week, p. 99-108.
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Microsoft Some of the Ten Crazy Ideas

• Make business areas more independent
• Empower incubation projects
• Schedule unscheduled time
• Cut back on bureaucracy
• Reduce staffing of large projects
• Encourage risk-taking

Source Greene, J. (Sept 26, 2005). Troubling
Exits at Microsoft. Business Week, p. 99-108.
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Have a great spring break!

• When we return, will cover Project Selection on
  March 20
• There will be an in-class writing!
• See handout for next case background material
  (due March 22)