Reorganization of an industrial R&D center: a case study

Summary form only given. In this paper, we discuss the needs and results of an organizational change in an R&D department which has a project based matrix organization, and share the experiences of our reorganization practice. The R&D center had a lean organization, there were only three hierarchical levels. There were two managers reporting to the R&D head. The system manager was responsible for establishing and maintaining the laboratories and personnel infrastructure. The application manager was facilitating and coaching the project teams on determination of project goals and overcoming the problems encountered. Researchers were organized under ten basic engineering disciplines which were determined according to the technological needs of the company. Problems of resource allocation and planning, project monitoring and performance evaluation of researchers and projects were observed. In order to solve these problems new management techniques were introduced and the department was reorganized, project initiation, project management, and performance evaluation processes were re-engineered and roles and responsibilities of the management team were redesigned. Some new organizational roles were defined and some responsibilities delegated to the project leaders and discipline leaders. New mechanisms and tools were developed to empower the employees. The R&D center head and the management team carried out the reorganization.