New Product Development MKTG 4320.002. Dr. Audhesh Paswan Spring 2006 M 2:00-4:50 PM (BUSI 330). DML-COBA. NPD TEAM MANAGEMENT CHAPTER 14. Some Terms in New Products Organization.
Dr. Audhesh Paswan
M 2:00-4:50 PM (BUSI 330)
2. Functional Matrix
3. Balanced Matrix
4. Project Matrix
These are listed in increasing projectization, defined as the extent to which participants see themselves as independent from the project or committed to it.
1. Functional: work is done by the various departments, very little project focus.
2. Functional Matrix: A specific team with people from various departments; project still close to the current business.
3. Balanced Matrix: Both functional and project views are critical.
4. Project Matrix: High projectization, team people are project people first and functional people second.
5. Venture: Team members pulled out of department to work full time on project.
Characteristic Functional <------------->Venture
Decision Power of Leader Low High
Independence of Group Low High
% of time spent on project by member Low High
Importance of Project Low High
Degree of risk of project to firm Low High
Disruptiveness of project Low High
Degree of uncertainty Low High
Ability of team to violate
company policy Low High
Independent funding Low High
Score each on a scale of 1 (low) to 5 (high):
1. How difficult is it to get new products in the firm?
2. How critical is it for the firm to have new products at this time?
3. How much risk to personnel is involved?
4. How important is speed of development?
5. Will the products be using new procedures in their manufacturing?
6. In their marketing?
7. What will be the $ profit contribution from each new item?
8. How much training do our functional people need in the markets represented by the new products we want?
Rating: Below 15: functional matrix will likely work.
15-30: a balanced matrix will probably work.
Over 30: You need a project matrix or even a venture!
Leader, integrator, mediator, judge
Supporter and spokesperson
May be the project manager
Enthusiastic but play within the rules
Senior executive who lends encouragement and endorsement to the champion
The “show-me” person
Managerial -- often the CEO
Spelled out the Product Innovation Charter
“Basement inventor” -- may be a customer, ad agency person, etc.
Enhance team’s productivity and outputParticipants in the Product Management Process
Champions are associated with market successes.
Champions are excited about the idea.
Champions get involved with radical changes.
Champions arise from high (or low) levels in the firm.
Champions are mostly from marketing.
Champions get resources and keep projects alive.
They are passionate, persuasive, and risk-taking.
Champions work in firms with or without formal new product processes. Champions are sensitive to company politics.
Champions back projects that align with the firm’s innovation strategy.Myths and Truths About Product Champions
Clarity of Goals and Objectives
Leadership, at both senior and team levels
Integration with business processes