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Mechanisms for improving the effectiveness of R&D: How many mechanisms are enough?
Author(s) -
Szakonyi Robert
Publication year - 1985
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/j.1467-9310.1985.tb00543.x
Subject(s) - interface (matter) , computer science , action (physics) , process (computing) , process management , phase (matter) , isolation (microbiology) , change management (itsm) , operations management , knowledge management , business , engineering , chemistry , physics , organic chemistry , bubble , quantum mechanics , maximum bubble pressure method , lean manufacturing , parallel computing , microbiology and biotechnology , biology , operating system
The author proposes and explains a method of rating the effectiveness of an R&D organisation without attempting to measure its output. He postulates that the basic reason that an R&D organisation does not do the right R&D or get it used effectively is that it is working in isolation. In other words the interfaces between R&D and the outside world are not being managed. To achieve effective interface management requires an organisational change. Hence the problem of increasing R&D effectiveness is transformed to a problem of developing strategies to bring about this change. The author proposes a strategy which first requires the company to define objectives for interface management. The next question is to find out why the interfaces need to be managed; for the present business, for improving the people involved or for creating new opportunities for the future? This is a sequence of increasing refinement. Each phase of the R&D process is then looked at to determine the current state of interface management and take action to bring it to the next more refined stage. The author gives examples of what he means and discusses how his system can help the practising R&D director.