Managing New Product Development Essay

sweet reaping information requires organizations to facilitate cooperation and coordination among department boundaries indoors the organization. To facilitate this cooperation and coordination, organizations fashion cross- serviceable red-hot product development radical ups to forego and manage the development process for new products. There be several variations that these teams offer be formed and managed. brisk product development teams can be unified into four guinea pigs encountering(a), lightweight, behemoth, and autonomous (Schilling, 2008). In functional teams, members remain in their respective departments and repute to their regular manager. In this type of team, members run across periodically to discuss the end. This type of team is ordinarily temporary and team members whitethorn only spend a miniature amount of time on team acoustic projections (Schilling, 2008).In lightweight teams, members argon tranquil a part of their functional departments , as with functional teams, however, unlike functional teams, a lightweight team has a project manager and a apply thing to facilitate communication and coordination between functions (Schilling, 2008). titan team members argon removed from their functional departments and are collocated with a project manager. The project managers in heavyweight teams are usually members of superior management with significant office to command resources. Under a heavyweight team, members are assigned full-time to the project. This helps stop cross-functional coordination and communication (Schilling, 2008). Under autonomous teams, members are completely removed from their functional departments and dedicated full-time to the development team. In this type of team, membership is sometimes permanent. This type of team is headed by a very senior manager with full control over resources contributed from different functional departments (Schilling, 2008).Autonomous teams frequently create their own policies, procedures, and reward systems, apart from the rest of the organization. They are also held to the full responsible for the success or misery of any given project. In some(prenominal) focal points, autonomous teams be take aim as if they are independent decisions within the organization. This allows rapid and cost-efficient new product development because they do not have to deal with organisational procedures, which could slow the development process (Schilling, 2008).There are more challenges managers face whenmanaging aim. Alcatel aglow(predicate) has a proven record of accomplishment with teams within the toll Laboratories. Alcatel lambent prides itself on be the place where renewal, through vision and technology, wiretap the needs of its customers from incubating start-up projects to performing fundamental and utilize enquiry. toll Labs is the engine behind innovation at Alcatel lucent designing products and operate that are at the knife edge of communications technology. More than any other institution, bell shape Labs has been at the forefront weaving scientific fabric of modern society (Alcatel luminous Innovation, 2006 2010).Their scientist and engineers have made seminal discoveries, launched technical foul revolutions that have reshaped the way people live, educate, and play. They have built the most advanced and veritable communications networks in the world. price Labs has helped Alcatel lambent take the lead in formative tomorrows broadband networks powered with service intelligence operation at every network layer (Alcatel Lucent Innovation, 2006 2010) Bell Labs enjoys a spicy tradition of inventions and innovations that have fundamentally changed the way people communicate and share their lives. Bell Labs utilizes an autonomous team format that recognizes some(prenominal) multiple dimensions of research as to the highest degreely as cross-discipline (cross-functional) interactions are de precative to the innovation process. Bell Labs scientific disciplines include mathematicians, algorithmic scientist, physical scientist, nanotechnologist, software and computer scientist, and many other specified scientist and researchers (Alcatel Lucent Innovation, 2006 2010).Bell Labs research culture can be summed up in two nomenclature innovating innovation. They are continuously reevaluating, reassessing, and improving how its research contributes to Alcatel Lucent. Its scientist are a flexible group with a commitment to venturing new paths and quest out new approaches to product development (Alcatel Lucent, 2010). At Bell Labs, there is a culture of innovating innovation that is based on two key criteria a critical multitude of scientist and an entrepreneurial character reference. The critical mass of diverse scientist and engineers generate big ideas and work through those ideas from multiple angles, allowing them to approach interwoven issues from a variety of pers pectives and integrate those perspectives into advanced new products and services. Their adoption of an entrepreneurial persona ensures that some of the most promising near term research assets are drive intothe business and carried into the market. This process allows Bell Labs researchers work together to direct research insights and innovations into commercialised products and validate them in the marketplace (Alcatel Lucent, 2010).Bell Labs is a research organization with a unique and diverse set of expertness that stretches across a wide gamut of scientific disciplines that has played a major post in some of the most revolutionary inventions of the last hundred years. It is an organization that has leftover huge footprints on the communications landscape and continues to explore new paths in unchartered territory (Alcatel Lucent, 2010). Over the next volt to ten years, Bell Labs and Alcatel Lucent get out continue to be at the forefront of telecommunications solution s and innovations. There market position leave behind only improve with new breakthroughs in communication devices that provide the best solutions for forthwiths enterprises and governments.ReferencesAlcatel Lucent Company Overview. (2006 2010). Retrieved April 30, 2010, from Alcatel Lucent About Us http//www.alcatel-lucent.com/wps/ portal vein/AboutUs/Overview/?lu_lang_code=enAlcatel Lucent Innovation. (2006 2010). Acatel Lucent About Alcatel Lucent Innovation. Retrieved April 30, 2010, from Alcatel Lucent About Innovation http//www.alcatel-lucent.com/wps/portal/ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Y_QjzKLd4w3MfQFSYGYRq6m-pEoYgbxjgiRIH1vfV-P_NxU_QD9gtzQiHJHR0UAAD_zXg/delta/base64xml/L2dJQSEvUUt3QS80SVVFLzZfQV9CVEgAlcatel Lucent. (2010). Innovating Innovation. Retrieved July 6, 2010, from Bell Labs Alcatel Lucent http//www.alcatel-lucent.com/wps/portal/ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Y_QjzKLd4x3DnAFSYGYRq6m-pEoYgbxjggRX4_83FT9IH1v_QD9gtzQiHJHR0UAZYL6lQ/delta/bas e64xml/L3dJdyEvd0ZNQUFzQUMvNElVRS82X0FfNDNDSchilling, M. A. (2008). strategic Management of Technological Innovation, 2nd ed. New York McGraw-Hill Irwin.