Organizing and leading "heavyweight" development teams

Article Abstract:

Creating a distinctive advantage in the speed, efficiency, and quality of product developments is a major challenge for most firms. Achieving integration across functions lies at the heart of that challenge. While many authors recommend teams as a way to effectively manage development activities, realizing outstanding performance requires much more than simply naming members to a core team and designating a project head. A competitive advantage in product development capability requires fundamental changes in how work gets done; in the skills, capabilities, and tools team members bring to that work; in the support activities required from other groups inside and outside the organization; and in the responsibility and ownership taken by the project leader and core team for creating and executing the concept. This article lays out a framework for organizing and leading heavyweight teams and presents examples of companies that have made heavyweight teams a distinctive advantage. (Reprinted by permission of the publisher.)

Product management, Product development

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Outstanding manufacturing in the coming decade

Article Abstract:

The topic of manufacturing competitiveness has become a major concern of government, business, and academics in the U.S. over the past few years. While much has been written about the need for U.S. manufacturing firms to address current and future challenges, most of that has focused on prescriptions for "closing the gap" that has developed over the past several decades. Based on field studies at Hewlett Packard, Chaparral Steel, and several other U.S. companies, this article describes three modes or patterns or response that appear to cover the majority of U.S. firms. It explores in detail the actions taken by firms that have sought to exhibit leadership in manufacturing in the coming decade. The article outlines the management processes and steps being followed as firms seek to do much more than simply "close the gap" and then specifies what will be required of a manufacturing-based firm desiring to be at the forefront of manufacturing competitiveness in the mid-1990s. (Reprinted by permission of the publisher.)

Forecasts and trends, Hewlett-Packard Co., HWP, Strategic planning (Business), Leadership, Chaparral Steel Co., CSM

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Restoring the competitive edge in U.S. manufacturing

Article Abstract:

to restore U.S. competitiveness in international commerce, managerial philosophies concerning the functions of manufacturing must change. The U.S. manufacturing sector needs to abandon its traditional view of static optimization and adopt the more progressive "dynamic evolution" view. Such a procedure stresses problem solving skills and applies them to productivity.

Analysis, Management research

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