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Reimo Jahn 49001876

Kim B. Clark & Steven C. Wheelwright Organizing and Leading “Heavyweight” Development Teams California Management Review (1992), 34(3), pp. 9-28. Reimo Jahn 49001876 . Table of Contents. Introduction Four Types of Development Team Structures The Heavyweight Team Structure

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Reimo Jahn 49001876

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  1. Kim B. Clark & Steven C. WheelwrightOrganizing and Leading“Heavyweight” Development Teams California Management Review (1992), 34(3), pp. 9-28 Reimo Jahn 49001876

  2. Prof. EuihoSuh – ST: Advanced Technology Management Table of Contents • Introduction • Four Types of Development Team Structures • The Heavyweight Team Structure • 3.1 Structure & Management • 3.2 Pros and Cons • 3.3 Potential • 3.4 Example: Motorola’s Bandit team • Summary • Discussion Topics ReimoJahn Heavyweight Development Teams 12/02/2013

  3. Prof. EuihoSuh – ST: Advanced Technology Management 1. Introduction For effective product or process development a company needs to coordinate and integrate specialized capabilities successfully. Especially challenging for large firms with separate and highly specialized functions, many employees with diverse skill levels and working styles. Paper presents one promising team structure, heavyweight teams, and discusses its potentials and pitfalls in organizing and managing product or process development. ReimoJahn Heavyweight Development Teams 12/02/2013

  4. Prof. EuihoSuh – ST: Advanced Technology Management 2. Four Types of Development Team Structures • team • team members grouped by discipline • leaders • subfunction managers • senior functional managers • characteristics • coordination of ideas • cross-functional issues discussed in occasional meetings • responsibility passed from one function to another A. Functional Team Structure Function Manager Working Level MFG MKG ENG • managers w/responsibility & authority • learning effects • separated, subdivided activities • individual performance hard to evaluate ReimoJahn Heavyweight Development Teams 12/02/2013

  5. Prof. EuihoSuh – ST: Advanced Technology Management 2. Four Types of Development Team Structures • team • members remain in functions • designated representatives (L) • leaders • lightweight project manager • junior/mid-level • little influence, inexperienced • characteristics • project as broadening experience • key resource or cadre decisions by senior mgmt • PM: schedules, time plans etc. B. Lightweight Team Structure FM FM FM Liaison MFG MKG ENG Project Manager • PM overlooks coordination/integration • improved communication • only few differences to functional teams • low acceptance of lightweight PM Area of PM Influence ReimoJahn Heavyweight Development Teams 12/02/2013

  6. Prof. EuihoSuh – ST: Advanced Technology Management 2. Four Types of Development Team Structures • team • cross-functional but physically co-located • core team and other members • leaders • primary influence/supervision • usually senior managers • highly engaged “champions” • influence mainly thru core team • characteristics • PM has direct responsibility and authority • cross-functional focus and consi- • deration of market needs C. Heavyweight Team Structure FM FM FM Market MFG MKG ENG PM L L L ReimoJahn Heavyweight Development Teams 12/02/2013

  7. Prof. EuihoSuh – ST: Advanced Technology Management 2. Four Types of Development Team Structures • team • cross-functional team members • separated from original functions • leaders • heavyweight PM with full control • and evaluation authority • characteristics • “clean sheets”, no former rules • fully responsible for outcome D. Autonomous Team Structure FM FM FM MFG MKG ENG Market • concentration on project success • birthplace of unique ideas/breakthrus PM • rethink instead of utilize existing assets • high risks, hard to change at half-way L L L ReimoJahn Heavyweight Development Teams 12/02/2013

  8. Prof. EuihoSuh – ST: Advanced Technology Management 3. Heavyweight Team Structure • fundamentally new way of organizing for traditionally organized companies • promising but underrepresented form of team structure • poses major challenges for project management • implementing demands fundamental changes in the organization ReimoJahn Heavyweight Development Teams 12/02/2013

  9. Prof. EuihoSuh – ST: Advanced Technology Management 3.1 Managing Heavyweight Teams • Project Charter • captures clear mission with measurable objectives • set by senior management, members accept it by joining team • e.g.: “The product is to be ramped by Dec. 2014 at a mini- mum of 20% gross margin.” • Contract Book • defines a detailed plan to achieve the goals declared in Charter • re: working plan, resources required, result outline, evaluation • made by team itself, takes a week to few months • Staffing • cross-functional core team of dedicated employees, co-located • core team’s task: coordinate & integrate all functions’ work • additionally: frequently joining team members ReimoJahn Heavyweight Development Teams 12/02/2013

  10. Prof. EuihoSuh – ST: Advanced Technology Management 3.1 Managing Heavyweight Teams • Project Leadership • PM leads, manages, evaluates, receives reports from team • PM champions project, instead of being just neutral/facilitating • PM has earned right to lead with skills, experience, status etc. • way more active and enthusiastic than lightweight leader • Roles of the Project Leader • Direct Market Interpreter • Multilingual Translator • Direct Engineering Manager • Program Manager • Concept Infuser ReimoJahn Heavyweight Development Teams 12/02/2013

  11. Prof. EuihoSuh – ST: Advanced Technology Management 3.1 Managing Heavyweight Teams Roles of the Project Leader ReimoJahn Heavyweight Development Teams 12/02/2013

  12. Prof. EuihoSuh – ST: Advanced Technology Management 3.1 Managing Heavyweight Teams • The Executive Sponsor • senior management seeks to secure both team guidance and team empowerment at the same time • executive sponsor mentors team & communicates with mgmt • team and sponsor agree on list of areas where team is free to decide independently from mgmt ( “clarify boundaries”) • Team Member Responsibility • team members have responsibility for their own function and cross-functional team effort • “functional hat “ ↔ “team hat” ReimoJahn Heavyweight Development Teams 12/02/2013

  13. Prof. EuihoSuh – ST: Advanced Technology Management 3.1 Managing Heavyweight Teams ReimoJahn Heavyweight Development Teams 12/02/2013

  14. Prof. EuihoSuh – ST: Advanced Technology Management 3.2 Pros and Cons • Heavyweight teams tend to have… • focus on product/process • Broad set of skills available • set a clear mission • cross-functional perspective • commitment/esprit de corps • awareness of customer needs • Heavyweight teams may… • clash with functions • agitate senior mgmt • make other employees • feel like “second class” • not excel in all components • be too generalist • want even more power ReimoJahn Heavyweight Development Teams 12/02/2013

  15. Prof. EuihoSuh – ST: Advanced Technology Management 3.3 Potential Improvement of… communication team identity problem-solving ability creativity & innovativeness Increase of… development efficiency development speed market fit ReimoJahn Heavyweight Development Teams 12/02/2013

  16. Prof. EuihoSuh – ST: Advanced Technology Management 3.4 Motorola’s Bandit team • Motorola’s high sales Bravo pager line faces low-price competition from Japanese manufacturers in 1980s. • In order to stay competitive Motorola realized that they had to change the way they produce completely. • Motorola’s Communication Department was given a charter to develop an automated, profitable, on-shore production operation. • Heavyweight development team is set • up in June 1986 with an 18 months deadline. • Project was called Bandit, because • they were up to take ideas from • anywhere possible. ReimoJahn Heavyweight Development Teams 12/02/2013

  17. Prof. EuihoSuh – ST: Advanced Technology Management 3.4 Motorola’s Bandit team • The project’s core team consisted of eight members: • five from Motorola’s main engineering functions (robotics, Industrial and process engineering etc.) • each one from accounting and HR • one from HP, as representative of the software networking vendor. • Scott Shamlin, the project leader, was described as hands-on manager, “crusader”, “renegade” and “workaholic” who stimulates communication and articulated the vision. • Team was sponsored by a senior executive: early supporter and champion, George Fisher. ReimoJahn Heavyweight Development Teams 12/02/2013

  18. Prof. EuihoSuh – ST: Advanced Technology Management 3.4 Motorola’s Bandit team • The team started with a contract book, created a working plan and a process blueprint afterwards. • 18 months later… • Project was finished on contract book schedule. • Automated production was running with 5-sigma tolerance. • Cost objectives are met (lower direct costs and higher profit margins). • Product reliability could be increased above standards. • Knowledge was successfully transferred to other internal operations. ReimoJahn Heavyweight Development Teams 12/02/2013

  19. Prof. EuihoSuh – ST: Advanced Technology Management 감사합니다

  20. Prof. EuihoSuh – ST: Advanced Technology Management References Wheelwright, Steven C. / Clark, Kim B. (1992), Organizing and leading “heavy-weight” development teams“, California Management Review, 34(3), 9-28. ReimoJahn Heavyweight Development Teams 12/02/2013

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