Balanced matrix structure and new product development process at Texas Instruments materials and controls division

Article Abstract:

Texas Instruments, one of the leading semiconductor manufacturers in the world, was radically affected by the shortening of product life cycles. The firm had to convert its functional set-up to a Balanced Matrix structure, as well as adopt a project management system called New Product Development Process (NPDP). The Balanced Matrix structure gave project managers and functional managers the same level of authority concerning a project. On the other hand, the NPDP was a flexible tool that can be adapted to the requirements of a specific project.

Semiconductors and related devices, Semiconductor Devices, Semiconductor and Related Device Manufacturing, Product Development, Analysis, Semiconductor industry, Texas Instruments Inc., TXN, Matrix organization

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Controlling new product R&D projects

Article Abstract:

Tight control practices at many corporations are seen by many managers and theorists as one of the main obstacles that prevents research & development departments from producing more new and innovative products. A study is conducted to better understand the control practices employed by large companies to influence and manage their new R&D projects, compared with practices that govern established products. The study focuses on the impact of the degree and type of control exercised by 29 business unit managers in 10 large companies.

Management, Planning, New products, Product introduction

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