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New Product Development Professional Studies > Teams, People, Organization > Flashcards

Teams, People, Organization Flashcards

1
Q

4 Stage Enterprise - Describe Stage 1

A
  • Minimize negative potential
  • be internally neutral
  • functions are narrow
  • operational
  • players have tactical roles
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2
Q

What are the 4 Stages Enterprise?

A 
1. Minimize negative potential 
    Be internally neutral
2. Match competitors|
    Be externally neutral
3. Back the strategy
    Be internally supportive
4. Pursue a Distinctive, Sustainable advantage
    Be externally supportive
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3
Q

4 Stage Enterprise - Describe Stage 2

A
  • Match competitors - be externally neutral
  • uses standard or normal industry practices to guide and gauge performance
  • limited strategic role
  • uses consultants or Sr Mgmt for strategic issues
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4
Q

4 Stage Enterprise - Describe Stage 3

A
  • Back the strategy - be internally supportive
  • provide credible support to key business objectives
  • what does this function do well for the business to succeed?
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5
Q

4 Stage Enterprise - Describe Stage 4

A
  • Pursue a Distinctive, Sustainable advantage
    Be externally supportive
  • valued as a source of competitive advantage by customers
  • capabilities distinguish from rivals
  • Sr mgmt shapes the strategy
  • exploits its capabilities
  • head of function is peer to sr mgr
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6
Q

One of the most crucial actions sr mgmt must take to achieve consistent product development excellence is…

A

Upgrade the strategic role of the functions

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7
Q

What is the first step in developing a Stage 4 Enterprise?

A

Build the functional Sr Mgmt Team

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8
Q

What are the 4 principle team structures?

A
  1. Functional
  2. Lightweight
  3. Heavyweight
  4. Autonomous
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9
Q

Describe a Functional Team

A
  • found in large, mature organizations
  • organized by functions
  • works under direction of specialized dept
  • sr functional mgr
  • each function own the work process it has
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10
Q

Describe a Lightweight Team

A
  • functional liaisons
  • comprise a committee
  • coordinated by a light weight proj mgr
    • tracks
    • schedules
    • encourages works
  • mgrs have expertise in their fields but no influence / authority
  • lack of control over resources
  • managers spend 25% of their time in the role
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11
Q

Describe a Heavy Weight Team

A
  • core group of functional leaders
  • responsible for work and project decisions for their functions
  • leaders direct & influence the functional work on their teams
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12
Q

Describe Autonomous (Tiger) Teams

A
  • heavyweight teams whose members are pulled out functions and transferred to the project
  • members are co-located (POD)
  • report under a heavyweight project leader
  • the team has great latitude for decisions, resources & support
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13
Q

Strengths / Weakness of Functional Team

A

Strengths

  • Optimal use of resources
  • Expertise
  • Control
  • Accountability

Weaknesses

  • lack of breadth
  • rigid
  • bureaucratic
  • slow
  • disjointed
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14
Q

Strengths / Weakness of Lightweight Team

A

Strengths

  • Improved communication
  • improved coordination
  • less idle time

Weaknesses

  • weak project leadre
  • weak focus
  • frustrating to individuals
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15
Q

Strengths / Weakness of Heavyweight Team

A

Strengths

  • strong project focus
  • commitment
  • accountability
  • integrated system solution

Weaknesses

  • hard to staff
  • requires breadth
  • must break down functional barriers
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16
Q

Strengths / Weakness of Autonomous (Tiger) teams

A

Strengths

  • focus on results
  • owns business objectives
  • innovative

Weaknesses

  • independent
  • not integrated w/rest of organization
  • autonomy is core value
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17
Q

Lightweight Teams are particuarly useful on _____ type projects

A

derivated

  • address incremental product changes
  • use fewer resources`
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18
Q

What team are best for complex, uncertain and ambigous projects?

A

Heavyweight

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19
Q

When entering a new market, or to do something radically different, what team is more effective?

A

Autonomous

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20
Q

What are the 4 roles sr mgmt must be related to team mgmt

A
  1. Team launcher
  2. Energy source
  3. Commitment mgr
  4. Sponsor / coach
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21
Q

What are the 4 key tasks as Team Launcher?

A
  1. Establish the project charter
  2. matching teams and projects
  3. Selecting the right people
  4. Drawing up the contract book
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22
Q

What does the Project Charter do?

A

defines the purpose

establishes broad performance objectives

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23
Q

What is the Contract Book?

A

Statement of the relationship between the team and sr. mgmt

identifies what the team promises to deliver

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24
Q

What are the formal mechanisms linking sr mgmt and the team?

A

Charters

Contract Books

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25
Q

What areas / issues might need Sponsor involvement?

A
  • resource needs beyond the contract book
  • pricing decisions for major customers
  • major changes in scheduling
  • new req’s in the marketplace
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26
Q

Who is the voice of sr mgmt to the Teams?

A

The Sponsor

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27
Q

What approach is useful in organizing the search for understanding and insight from specific projects?

A

The Project Audit

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28
Q

How does an organization “remember” what it learns from its development experience?

A

Through changes in

  • procedures
  • tools
  • processess
  • structure
  • principles
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29
Q

What are the 4 roles of sr mgmt in project execution?

A
  1. Launch
  2. Energy
  3. Commitments
  4. Contingencies
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30
Q

What factors does a product manager consider?

A
  1. intended demographic
  2. competitors products
  3. products’ fit within the company’s business model
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31
Q

Organizational culture

A 
The 
Psychology
Attitudes
Experience
Beliefs
Values
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32
Q

Ravasi & Schultz defintion of organizational culture

A

set of shared mental assumptions that guide interpretation and action for defining appropriate behavior for varisous situations

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33
Q

Synergy

A

2 or more things functioning together to produce a result not independently obtainable

34
Q

Etynology

A

Greek work - synergos

“working together”

35
Q

Synergy is the ability to…

A

The ability of the group to outperform even its best individual member

36
Q

Team Management

A
  • Techniques
  • Processes
  • Tools

for organizing individuals toward a common goal

37
Q

Why Team, Culture, Organization & People are important

A
  • different people produce different results
  • different structures produce different results
  • quality of leadership produce different results
  • nature of culture affects results
38
Q

The pivotal activies sr mgrs perform to make teams work are…

A
  • define project boundaries missions and charters
  • picking the right teams
  • creating job opps and career paths
  • ensuring capabilities build knowledge, tools
39
Q

Define TEAM

A

People with complementary skills who are committed to:

  • a common purpose
  • set of performance goals and approach
  • are mutually accountable
40
Q

Autonomous Team (Venture/Tiger Team)

A
  • separate, self-sufficient team
  • separate budget
  • breakthrough projects
  • co-located offsite
  • team leader - high ranking within organization

Best for New to World, Radical, Breakthrough Projects

41
Q

Heavy weight Team

A
  • Empowered
  • Team leader, direct supervisor
  • real power

Best for new to compnay, new platform, new market projects

42
Q

Lightweight Team (most common)

A
  • Team member belong to functional dept
  • team leader, coordinator, limited power

Best for improvements, derivated projects

43
Q

Functional Team

A
  • handled by 1 or more depts
  • work passed from one to other
  • lacks common purpose
  • team leader is facilitator

Best for NPD enhancements, small changes

44
Q

Typical NPD Team Structure

A

Functional mgr own the team member

Functional Team

45
Q

Importance of Culture

A
  • Freedom
  • Equality, diversity
  • Constructive environment
  • Absence of hidden agendas
46
Q

Fostering Innovation

A
  • No fixed rules – instead use guiding principles
  • fear is enemy #1
  • Have fun
  • question authority
  • make new mistakes
  • imagine what you can make happen
  • increase visual stimuli
  • create diverse teams
  • ask questions about everything
  • freedom and trust
47
Q

Why is NPD always political?

A

The outcomes are uncertain/unknown

48
Q

Faciltator

A
  • Productivity booster
  • non-team member
  • expedites process
49
Q

Sponsor

A
  • Sr Mgr
  • Supporter
  • Endorser
  • Assured listener
  • Mentor
  • Source of funds
50
Q

Champion Role

A
  • Supporter
  • Spokesperson
  • Push
  • Voice of Project
  • Won’t concede
51
Q

Sr Mgmt serves as the team’s

A
  • Team launcher
  • Energy Source
  • Commitment mgr
  • Sponsor / coach
  • Process improver
52
Q

NPD / Innovation Division

A

viewed as small firm within a large organization

53
Q

Development / Training of Team & Team members

A
  • team development
  • conflict management
  • listening skills
  • NPD
  • Project Management

Skills specific to project

54
Q

Core NPD Teams are usually ___ to ____ people

A

4 - 6

55
Q

What is a GroupThink?

A 
A type of thought who try to minimize conflict and reach concensus without
 - critical testing
 - analyzing
 - evaluating
ideas
56
Q

The ______, _______ and ______ must provide the support context for teams to thrive

A
  • disciplines
  • systems
  • functions
57
Q

Teams need these 3 things to make them work

A
  • people
  • information
  • capital
58
Q

What was Narver & Slater’s view on market orientation?

A

Considers market orientation as an organizational culture

59
Q

Management Development

A

Process that managers learn and improve their sillis to benefit themselves AND the organization

60
Q

Investments in Mgmt Development as a direct economic benefit to

A

the organization

61
Q

Product Innovation

A

creation and introduction of a product either new or improved

62
Q

What was Kohli & Jaworski’s view on market orientation?

A

Considers market orientation as the implementation of the marketing concept

63
Q

2 most prominent conceptualizations market orientation

A
  1. Kohili and Jaworski

2. Navi & Slater

64
Q

Market Orientation Perspectives includes

A
  • decision-making perspective
  • market intelligence perspective
  • culturally based behavioral perspective
  • strategic perspective
  • customer orientated perspective
65
Q

When to chose a Functional Team

A
  • stable environment
  • depth is crucial
  • need technical excellence
66
Q

When to choose a Lightweight Team

A
  • time & responsiveness is critical
  • coordination is valuable
  • when org structure is functional
  • when focused on enhancments, derivatives, incremental changes
67
Q

When to choose a Heavyweight Team

A
  • project is complex
  • uncertain / ambiguous
  • when tackling new platforms
68
Q

Autonomous Teams usally have only ____ assignments

A

1

69
Q

Conflict Management

A

Strategies to limit aspects of conflict
and
increase positive levels of conflct equal to or higher than where the conflict is taking place

70
Q

Who is responsible for ensuring that milestones and deliverables are achieved, even though they may not have any authority over project participants?

A

The Team leader

71
Q

A sponsor is?

A

A senior manager that serves as a budgeting source

72
Q

The team leader is a facilitator and has no real power and the types of projects assigned are usually slight changes or slight enhancements?

A

Functional Team

73
Q

A team charged with successfully developing a product concept and delivering to the marketplace. Resources are, for the most part, not dedicated and the team depends on the technical functions for resources necessary to get the work accomplished?

A

Lightweight Team

74
Q

Real teams have goals and objects that are reflected within its?

A

Common Purpose

75
Q

What is a small group of individuals that work on a project but do not have a common purpose or hold each other mutually accountable?

A

Work Group

76
Q

The new product development business unit is often viewed as?

A

A small firm within a larger organization

77
Q

Set of attitudes, values, goals and practices that characterize a group?

A

Culture

78
Q

Team compensation should be in the form of?

A

Team Rewards

79
Q

According to Crawford and DiBenedetto, once a team is appointed we should begin to think about?

A

Training

80
Q

A team type that is focused on developing new products off an existing platform and/or improving current products?

A

Lightweight Team

New Product Development Professional Studies (7 decks)

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