CONCURRENT INNOVATION AT AT&T BELL LABORATORIES AND LUCENT TECHNOLOGIES

Frank M. Hull

Chapter 13 in Driving Cost-Effective Innovation with Concurrent Systems:Strategy, Process, Organization, & Tools/Technologies, 2024, pp 493-512 from World Scientific Publishing Co. Pte. Ltd.

Abstract: This chapter chronicles efforts to apply concurrent principles to the management of AT&T Bell Labs and Lucent Technologies. Bell Labs formed heterogeneous teams for making prioritized discoveries. This team approach was later used to help commercialize discoveries and inventions. Lucent Technologies continued to perfect cross-functional teaming by the formalization of roles for coaching product development teams in using a global development process. Process coaches helped build, maintain, and advise teams on how to utilize the knowledge in its global database to better execute the development projects. Coaches and managers of domestic and global divisions formed an internal user group to share best practices for coaching and to propagate best practices for concurrent engineering (CE). Appendix Table 13 identifies 10 practices that were deployed to achieve the highest score for process coaching in the Strategy, Process, Organization, and Tools (SPOT) databank.

Keywords: Innovation Management; Technology Management; Disruptive Technologies; Radical Technology Development; Productivity Improvement; Strategic Management; Organization Behavior; Industrial Management; R&D Management; Product Development; Service Management; Concurrent Engineering; Systems Engineering; Lifecycle Management; Transformational Leadership; Project Leadership; Team Management; Enterprise Transformation; Industrial Benchmarking; Total Quality Management; Lean; Agile Systems; Software Development; Japanese Management Systems; Quality Circles; Human Capital Development; Diversity Development (search for similar items in EconPapers)
JEL-codes: O32 (search for similar items in EconPapers)
Date: 2024
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