Managing New Product Development Essay

New crossing training requires compositions to facilitate cooperation and coordination mingled with department boundaries within the organization. To facilitate this cooperation and coordination, organizations form cross- useable rising product cultivation groups to lead and manage the development process for reinvigoratedborn products. There ar several variations that these teams can be formed and managed. New product development teams can be structured into four signs structural, lightweight, heavyweight, and autonomous (Schilling, 2008). In usable teams, members remain in their respective departments and report to their regular manager. In this attribute of team, members meet periodically to discuss the cast off. This type of team is usually terminable and team members may only spend a small tote up of time on team projects (Schilling, 2008).In lightweight teams, members are dummy up a part of their functional departments, as with functional teams, however, unlik e functional teams, a lightweight team has a project manager and a dedicated liaison to facilitate communication and coordination between functions (Schilling, 2008). Heavyweight team members are removed from their functional departments and are collocated with a project manager. The project managers in heavyweight teams are usually members of senior management with epoch-making authority to command resources. Under a heavyweight team, members are designate full-time to the project. This helps ensure cross-functional coordination and communication (Schilling, 2008). Under autonomous teams, members are on the whole removed from their functional departments and dedicated full-time to the development team. In this type of team, membership is nightimes permanent. This type of team is headed by a real senior manager with full control over resources contributed from different functional departments (Schilling, 2008).Autonomous teams of decennium create their own policies, procedures, and reward systems, apart from the symmetricalness of the organization. They are also held fully responsible for the success or misfortune of any given project. In many ways, autonomous teams behave as if they are independent decisions within the organization. This allows rapid and efficient new product development because they do not have to deal with organizational procedures, which could slake the development process (Schilling, 2008).There are many challenges managers face whenmanaging innovation. Alcatel luminous has a proven record of accomplishment with teams within the cost Laboratories. Alcatel luminous prides itself on being the place where innovation, through vision and technology, intercept the needs of its customers from incubating start-up projects to playing fundamental and applied query. Bell Labs is the engine behind innovation at Alcatel lucent designing products and avails that are at the pass of communications technology. More than any other instit ution, Bell Labs has been at the forefront distort technological fabric of modern society (Alcatel Lucent Innovation, 2006 2010).Their scientist and engineers have make seminal discoveries, launched technical revolutions that have reshaped the way the great unwashed live, work, and play. They have make the most advanced and reliable communications networks in the world. Bell Labs has helped Alcatel Lucent take the lead in shaping tomorrows broadband networks powered with service intelligence at every network layer (Alcatel Lucent Innovation, 2006 2010) Bell Labs enjoys a rich 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 both(prenominal) multiple dimensions of seek as well as cross-discipline (cross-functional) interactions are vituperative to the innovation process. Bell Labs scientific disciplines include mathematicians, algorithmic s cientist, physical scientist, nanotechnologist, packet and computer scientist, and many other specified scientist and inquiryers (Alcatel Lucent Innovation, 2006 2010).Bell Labs research gloss can be summed up in two dustup innovating innovation. They are continuously reevaluating, reassessing, and improving how its research contributes to Alcatel Lucent. Its scientist are a pliant group with a commitment to venturing new paths and seeking 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 diminutive mass of scientist and an entrepreneurial persona. The critical mass of diverse scientist and engineers generate defective ideas and work through those ideas from multiple angles, allowing them to approach complex issues from a physique of perspectives and integrate those perspectives into groundbreaking new products and services. Their adoption of an entrepreneurial persona ensures that some of the most promising near term research assets are goaded intothe business and carried into the market. This process allows Bell Labs researchers work together to direct research insights and innovations into commercialized products and validate them in the marketplace (Alcatel Lucent, 2010).Bell Labs is a research organization with a unique and diverse set of expertise that stretches crosswise a wide gamut of scientific disciplines that has played a major voice in some of the most revolutionary inventions of the last hundred years. It is an organization that has left huge footprints on the communications landscape and continues to explore new paths in unchartered territory (Alcatel Lucent, 2010). Over the next five to ten years, Bell Labs and Alcatel Lucent will continue to be at the forefront of telecommunications solutions and innovations. There market position will only improve with new breakthroughs in communication devices that provide the best s olutions for todays enterprises and governments.ReferencesAlcatel Lucent Company Overview. (2006 2010). Retrieved April 30, 2010, from Alcatel Lucent About Us http//www.alcatel-lucent.com/wps/ approach/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/base64xml/L3dJdyEvd0ZNQUFzQUMvNElVRS82X0FfNDNDSchilling, M. A. (2008). Strategic Management of Technological Innovation, 2nd ed. New York McGraw-Hill Irwin.