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Concurrent Innovation At At&T Bell Laboratories And Lucent Technologies

In: Driving Cost-Effective Innovation with Concurrent Systems Strategy, Process, Organization, & Tools/Technologies

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  • Frank M. Hull

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.

Suggested Citation

  • Frank M. Hull, 2024. "Concurrent Innovation At At&T Bell Laboratories And Lucent Technologies," World Scientific Book Chapters, in: Driving Cost-Effective Innovation with Concurrent Systems Strategy, Process, Organization, & Tools/Technologies, chapter 13, pages 493-512, World Scientific Publishing Co. Pte. Ltd..
    • Handle: RePEc:wsi:wschap:9781786343901_0013
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