Full citation

Bernasco, W., Weerd-Nederhof, P.C., Tillema, H. & Boer, H. (1999). Balanced Matrix Structure and New Product Development Process at Texas Instruments Materials and Controls Division. R&D Management, 29(2), 121-131.

Format: Peer-reviewed article

Type: Research — Non-experimental

Experience level of reader: Fundamental

Annotation: This article describes the implementation of a balanced matrix structure along with a new product development process within Texas Instruments. Significant results were not measured for reduced time to market nor new product development performance. However, the shift from a vertical hierarchy to a cross functional horizontal organization was viewed as a positive change. Personnel cited clearer goals, priorities and tasks, stronger team cultures, and increased commitment as positive benefits of the changes.

Setting(s) to which the reported activities/findings are relevant: Large business, Small business (less than 500 employees)

Knowledge user(s) to whom the piece of literature may be relevant: Manufacturers

Knowledge user level addressed by the literature: Organization

This article uses the Commercial Devices and Services version of the NtK Model

Primary Findings

Method: Implement Balanced Matrix structure in conjunction with formal new product development process.
Surveys and interviews revealed clearer goals, priorities and tasks, stronger team cultures, and increased commitment.
Occurrence of finding within the model: Stage 1

Tip: Select project managers based on skills instead of level of seniority or previous positions. Give managers responsibility for entire new product development process — from beginning to end.
Results of structured interviews and surveys among staff members.
Occurrence of finding within the model: Stage 1

Secondary Findings

Measure: Operational effectiveness and strategic flexibility can be used to measure new product development performance. (Brown & Eisenhardt, 1995)
Occurrence of finding within the model: Step 9.3