Once the task force approved the concept of the low cost printer, upper management gave approval to fully staff the development team. The company delegated trust to the team leaders and allowed them to work with little interference. This encouraged creativity and reduced the bureaucracy associated with large companies. Charley Rogers, the product manager, recruited a diverse group of people from various disciplines. Designers, manufacturers, and marketers worked together with offices on the same hallway. This encouraged camaraderie and allowed for frequent informal meetings between team members. Multifunctional organization was new at IBM. Traditionally, manufacturing was not involved until the design was completed. Early integration of designers and manufactures in the design process dramatically reduces costly redesigns. This saves both time and money because the final design is arrived at sooner.
The multifunctional design team above consisted of designers and manufacturers working in close collaboration. This team could settle difficulties quickly.
