Abstract
A vital but overlooked part of process reengineering and quality improvement efforts in R&D is the assessment of managerial value-added. This article proposes one means for such assessment, consisting of a conceptual framework and a toolbox comprising a Value Audit. We identify why and how managers must respond to organizational needs for resources, for knowledge, and for guiding principles. And we provide a methodology by which managers can conduct a system and a compliance audit of managerial value-added. While the fat is being trimmed from the organization, every manager must be prepared to answer the inevitable question: How do 1 as a manager add value to R&D?
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