Abstract
Abstract
The most comprehensive resource allocation system and the best econometric
model will still produce sub-optimal results if key managers and personnel do
not work together across functions, especially during product
commercialization. It is proven that process-oriented enterprises achieve
superior operating results by continuously fostering collaborative behavior to
optimize productivity and efficiency. Best Practices, LLC gathered valuable
best practices and operating tactics that will help executives build and
manage strong teams that can excel across functions, units and regions.
Cross-function collaboration is greatly improved through many methods
including: structuring jobs with overlapping responsibilities, basing rewards
on group performance, designing procedures so that employees with different
jobs are better able to collaborate, and laying out work areas so that people
can see one another' s work and share lessons learned.
This benchmarking report highlights the following areas of cross-functional team management:
- Cross-Functional Team Structures
- Collaboration and Productivity Processes
- People Management
- Decision-Making Processes
- Communication and Collaboration
- Resource Allocation
Industries Profiled:
Pharmaceutical; Biotech; Health Care; Consumer Products; Diagnostic;
Electronics; Telecommunications; Chemical; Manufacturing; Shipping; Financial
Services; Automobile; Computer Hardware; Computers; High Tech; Research;
Service; Insurance
Companies Profiled:
3M Pharmaceuticals; aaiPharma; Amgen; Abbott; Alexion Pharmaceuticals;
Allergan; AstraZeneca; Sanofi-Aventis; Bayer; Boehringer Ingelheim;
Bristol-Myers Squibb; Cardinal Health; DSM Pharmaceutical; Eli Lilly and
Company; Genentech; GlaxoSmithKline ; Johnson & Johnson; Janssen; Merck;
Novartis; Novo Nordisk; Organon; Ortho Biotech; Pfizer; Procter & Gamble;
Roche; Schering-Plough; Wyeth; Arrow Electronics; Inc.; Aliant Telecom;
Centocor; Dow Chemical; DuPont; Federal Express; GE Money; General Motors;
Hewlett-Packard; IBM; LexisNexis; Marriott; MetLife; Motorola; NCR; Penn
National Insurance; PepsiCo; Texas Instruments; Towers Perrin; Xerox; Zurich
North American
Executive Summary
- Project Background
- Study Methodology
- Key Findings
- Figure S.1
- Figure S.2-Develop Commercialization Process
- Figure S.3-Develop and Manage all Though Leader Segments
- Benchmark Class
- Figure S.4-Benchmark Class
- Report Structure and Organization
CHAPTER ONE: Building Effective Cross-Functional Team Structures
- Cross-Functional Team Structures for Successful Product Launches
- Organizational Approaches to Cross-Functional Performance Excellence
- Figure 1.1-Small, Focused Portfolio
- Figure 1.2-Large Portfolio, US Based Corp
- Figure 1.3-Organizational Structure
- Figure 1.4-Marketing and R&D
- Co-Location Strategies for Cross-Functional Teams
- Early Involvement of Cross-Functional Teams
- Product Team Cross-Functional Models
- Figure 1.5-Company E&J Product Team Model
- Figure 1.6-Company K Product Team Model
- Figure 1.7-Company G Product Team Model
- Cross-Functional Team Member Selection
- Reaching Global Market Success
- Ongoing Marketing Activities on the Product Team
- Figure 1.8-Ongoing Marketing Activities on the Product Team
- Figure 1.9-Using Cross-Functional Structure to Focus Development
- Figure 1.10-Marketing Staff Involved in Delivery
- Figure 1.11-Marketing Staff Dedicated Fully to Delivery
- Figure 1.12-Dedicating Resources
- Figure 1.13-Managing Internal Group Tensions
- Collaboration with Market Research and Competitive
- Intelligence Functions
CHAPTER TWO: Cross-Functional Team Processes that Foster
- Collaboration and Productivity
- Key Management Factors for Collaboration
- Figure 2.1-Develop Cross-Functional Culture
- Figure 2.2-Key Factors to a Successful Launch
- Figure 2.3-Global Franchise Team
- Figure 2.4-Central Global Functions
- Figure 2.5-Responsibilities
- Process Design that Embeds Collaboration Catalysts
- Figure 2.6-Early Stage Commercialization
- Figure 2.7-Develop Commercialization Process
- Thought Leader Involvement
- Figure 2.8-Develop and Manage all Thought Leader Segments
- Marketing Insights for Delivery System Development
- Figure 2.9-Marketing & Delivery Development
- Figure 2.10-Decision Timing for Different Systems
CHAPTER THREE: People Management for Effective Cross-Functional Teams
- Roles & Responsibilities for Cross-Functional Teams
- Figure 3.1-Roles & Responsibilities
- Figure 3.2-Early-Stage Commercialization Activities
- Figure 3.3-Commercialization Activities
- Figure 3.4-Key Factors to a Successful Launch
- Developing and Empowering Employees
- Figure 3.5-Commercialization Integration
- Incentives and Supporting Activities that Foster Collaborative Behavior
- Marketing Contributions to Delivery System Development
- Figure 3.6-Groups Providing Pre-Clinical Input
- Figure 3.7-Group Input at Phases I & II
- Figure 3.8-Ranking Top Market Research Activities
- Figure 3.9-Secondary Market Research Activities
- Figure 3.10-Identifying the Target Population
CHAPTER FOUR: Decision-Making Processes that optimize
- Cross-Function Productivity
- Strategy Alignment and Financial Analysis
- Structured Decision-Making Processes
- Figure 4.1-Hughes' Systematic Approach to Problem Solving
- Figure 4.2-Saturn' s Key' s to Cross-Functional Team Success
CHAPTER FIVE: Communication and Collaboration
- Team Communication Tactics
- Figure 5.1-Tactics to Minimize Redundancy
- Figure 5.2-Avoiding the Communications Chasm
- Characteristics of Cross-Functional Team Leaders
- Figure 5.3-Global Franchise Team
- Figure 5.4-Leadership
- Figure 5.5-Budget Insights
- Figure 5.6-Develop and Manage All Thought Leader Segments
CHAPTER SIX: Resource Allocation Best Practices
- Investment Trends in New Product Development
- Figure 6.1-Internal Stakeholders
- Figure 6.2-Marketing Full Time Employees
- Effective Staff Allocation During Product Commercialization
- Figure 6.3-Staffing
- Figure 6.4-Staff Sizes
- Figure 6.5-Global Marketing Full Time Equivalents by Phase
- Figure 6.6-Structure and Staffing
- Figure 6.7-Funding Sources
- Funding for Delivery System Development
- Figure 6.8-Budgeting Development & Marketing Teams
- Figure 6.9-Market Research Funding by Clinical Stage
- Figure 6.10-Marketing Budget per Marketing FTE
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