Matrix Organizational Structure Analysis

Presented by : Section B, Group 1

“  Headquarters in San Diego, California QC is spread across over
224 locations worldwide
 Incorporated in July 1, 1985 the company initially worked largely
on communications project for the government and military.
 Qualcomm now a close knitted workplace of engineers, scientists
and business strategists working mostly on mobile technology.
 The business models of Qualcomm focus on Research and
Development by hiring highly intellectual professionals to come
“
up with new technologies

About Qualcomm

1 2
Research & Development
• Initially concentrated explicitly
on R&D
• QUALCOMM has constantly
strived for innovation.
• An important part of
arrangement of activity relies
upon making innovative
solutions and organizations, at
that point permitting these
solutions and organizations
over a substantial number of
clients.
Core Competencies
3 4
Patent Defense Startups/Spinoffs
• The advantages of Qualcomm's • QUALCOMM has ended up
R&D endeavors are many and being extraordinarily viable at
to ensure that it is is created and making internal, or
maintained, an exceptionally distinguishing outside,
aggressive and powerful innovative organizations for
position toward barrier of its startup or spinoff
licenses are conducted. opportunities.
• They maintain an expansive • In reality, it has set up
staff of inhouse patent legal QUALCOMM Ventures as a
advisors to ensure their different auxiliary to finance
patented items and advances potential new businesses.
stays protected.
Visionary Management
• Integrating these
characteristics is the general
vision of administration.
• It will probably become the
CDMA markets around the
world.
• QUALCOMM helps support
the "Virtuous Cycle" by
supporting and encouraging
new and inventive
organizations and items which
advance CDMA advances.
 Values
01 Innovation
Qualcomm strives to innovate through new ideas that challenge the
conventional wisdom. For Qualcomm, innovation is a driver that
differentiates them from them the rest.

02 Execution
A world class execution with a motto of providing top notch client
services. Reliability and secure services are the pillars behind it.

Partner
03 Developing strong long-term relationships based on mutual trust and
respect drives Qualcomm to work with the clients, vendors and the
community effectively. The focus is on anticipating and communicating
needs & opportunities.
 Stakeholder Analysis
Goals Being
Stakeholder Interests Importance
Met/Not
• Competitive advantage in market share 4 Y

• Sustained revenue growth 5 N

Shareholders &Investors
• Low Debt 3 Y
• Growth in Profits 4 N
• Quality of Services 5 Y
• Customer Centric Products 4 Y
Customers
• Safe Product Use 4 Y
• Customer Experience 5 Y
• Career Development 5 Y
• Autonomy to employee 3 N
Employees • Job Security 3 N
• Training and Development 4 N
• Employee Benefits 5 Y
• Fair Trade 3 Y
Suppliers • Shared growth 4 Y
• Suppliers’ assessment 5 Y
• Indirect economic effects 3 Y
Governments • Health and Safety 4 Y
• Compliance 5 N
 Major External Challenges

Reliance and a predetermined

Competition from
1 MediaTek and Intel 4 number of outsider makers to
deliver and test items

5 Unfriendly takeover moves from

2 Compliance Issues BROADCOMM

6
Legal Battle with Apple
Lower patent licensing
3 charges 7 Declining Margins

1 2
Automotive Communications
The company has been working on its
5G enabler chips for years and has
decided to move to automobile
industry in the communication
domain.
Company Strategy
Qualcomm expands its non-Apple
business
• Due to the ongoing legal battle with
Apple, Qualcomm has decided to
focus more on its non-Apple.
• Broaden its income streams in two
different ways: initially by offering
distinctive cell phone advances and
furthermore by entering nearby
markets.
3
Focus on Smartphone Technologies
• The company has interest in the fast-
growing smartphone market and has
decided to invest in smartphone
technologies.
• Qualcomm is developing technologies
like ultrasound finger print scanners
and AI chips for the smartphone
manufactures like Samsung.
 Contextual Variables
The Nature of the Business:
• Operates in design and manufacture of semiconductor devices.
• Industry came to existence in 1960 when fabrication technologies developed enough to make manufacturing of
semiconductors a viable business; grew to become a $412.2 billion industry in 2017.

Environment:
• Qualcomm works in a domain that is quickly changing chiefly because of headway of innovations, expanded challenge,
globalization, and expanded introduction of organizations to rest of the world.
• Needs to act immediately to any change.

Global Strategy:
• Qualcomm has a global strategy to have direct presence in the global markets.
• It invests in human capital and does intensive R&D to come up with cutting edge patented technologies which are further
developed into products or licensed to other organisations for royalties.

Age, history. the size of business and limitations of span of control:

• Qualcomm was founded on July 1, 1985 by seven ex-employees of Linabit. It started off with government contracts and
defence projects.
• Qualcomm is the biggest publicly traded communication equipment company. The company is 33,800 employees strong with
a revenue of 22 billion in 2018.
 Connections Used

Mr. Shwetabh Asthana Mr. Prateek Omer

Mr. Jivitesh Kumar Anonymous
3 years @Qualcomm as 4 years @Qualcomm as
3 years @Qualcomm 3 years
Senior Engineer Design verification
as Engineer @Qualcomm as HR
engineer
Organizational Structure
 Systems and Processes

Shared Targets and Live Team Team-Building

Clear Accountabilities Interactions Behaviors

• Each employee is briefed about
the matrix structure Each
employee has 2 managers – line
manager and a project manager.
• From each sub-core team, a
manager level employee works as
the PoC for both sub-core team
and the project manager.
• Weekly meeting held between the
sub-core PoC for coordination,
deliverables and debugging.
• Members of a team are located
across the geography. High
amount of coordination required;
project is done 24hrs. Project
management tools are used to
ease this
• Encourage all leaders and teams
to spend at least one day every six
months with their team in a town
hall meeting
• Project management tools are
used to raise tickets for problems
faced
• Perception of the general group
is extremely an accumulation of
groups (useful, geographic, and
so forth.) with extraordinary
elements, correspondence
standards and identities.
Acknowledge contrasts and work
together to convey TEAM
Results.
 Effectiveness gained vs. issues faced
• Clear articulation of project objectives
• Workable way of integrating project objectives
with functional objectives
• Efficient use of limited human resources
• Rapid (often interdisciplinary) information flow
through the project
• Retention of expert teams through the life of
the project (not true for Qualcomm)
• Rapid dispersion of team members back into
the functional organization upon project
completion without organizational disruption
• Project management trains managers to
• Two-boss problems, leaving project members
become leaders
caught in the middle
• Project structures develop team spirit and high
• Increases organizational complexity
morale
• Requirement for high degree of cooperation
between functional and project management
• Potential for conflicting management directives
• Difficulty of establishing priorities suiting both
functional and project management
• Possible slowdowns in management reaction to
events when two structures required for
solution (not true for Qualcomm)
• Possible structural collapse in "crunch time"
• Increase in management overhead costs
 Additional bottlenecks identified

 Project Managers usually don’t have an in-depth insights of work being

performed by different teams at ground level.
 Difficult to resolve huge number of inter team dependencies and the aftermath.
 Reward system is unfair as per employees.
 The company seems to be shifting from its goal of Innovation and R&D as more
time is spent on execution rather on innovation (competition to launch a chip
before competitors). The company gives less autonomy to developers and are
often expected to follow a pre-determined project calendar and are not given
much free time to innovate or come up with new ideas.
 Problem of Dual efforts is prominent because of the type of industry.
Recommendations
 Restrict the number of project specializations a Project
Manager can handle.
 Define a process which can help determine which
manager is responsible for resolving dependencies.
 Introduction of a self nomination/360-degree reward
system.
 Assign a pre-defined mandatory weightage of KRA’s
which help in upskilling employees and R&D.
 Foster 03Innovation by giving more autonomy for
employees to work on side projects
 Create a collaborate space to mobilize small groups to
work on 04stealth/side projects; incentivize these
initiatives
 OCAI Analysis
Internal Clan Flexibility Adhocracy External Market Stability Hierarchy
Current 13 17 13 19 19 45 19 20
Desired 15 21 16 25 20 33 18 21
Thank you