Changing Patterns in Industrial R&D Management

Abstract

A successful R&D manager is, in many ways, an agent of change. R&D managers must respond effectively to changes in domestic and global competition, product and process technologies, customer requirements, regulatory matters, and senior management's perception of the role R&D plays in a firm. The responses to these changes flow downstream from R&D to other parts of the organization, in the form of new materials, methods, processes, and products.To help us understand the changes facing R&D management, Ashok K. Gupta and David Wilemon present the results of a study that examines the ideas and experiences of 120 R&D directors from technology‐based companies. The study explores the major changes that R&D management has undergone in recent years, the changes R&D managers expect to encounter during the next few years, and the causes of those changes. The respondents also identify the skills and knowledge they view as necessary for effective R&D management, and they assess their organizations' capabilities in those areas.According to the respondents, major changes that R&D has encountered include increased emphasis on such issues as cross‐functional teamwork, R&D's contribution to both short‐ and long‐term business results, R&D's capability to quickly bring to market new products that customers value, efficient use of R&D resources, and R&D alliances. Other changes noted by respondents include greater pressure to find new markets, increased attention on the effective management of technical personnel, and increased regulations and sensitivity to environmental issues.The knowledge domains that the respondents highlighted as having the greatest effect on R&D performance include such capabilities as understanding customer needs, monitoring market developments, commercializing new technologies, building cross‐functional teams, managing multiple R&D projects, and accelerating new product development. According to the respondents, the largest gaps between required and current capabilities exist in several of the areas listed as being most important to effective R&D management, including monitoring market developments that can affect R&D activities and overall business performance, maintaining a spirit of inquiry while ensuring that R&D contributes to overall corporate performance, developing technology commercialization capabilities, fostering mutually profitable strategic alliances, and accelerating the development and commercialization of new products.