“[T]he firm appears to have taken strong steps away from a pure functional organization by investing substantial responsibility in the hands of relatively heavyweight project managers and project organizations. These managers, in turn, have increased the amount and breadth of team-based decision-making to achieve substantially higher levels of design consensus, synchroneity, and coordination.” In short, LH was Chrysler’s best shot at doing the “right thing” in product design by using techniques championed by a number of researchers, such as teams that were (a) co-located for brisk, frequent
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