The craft of R&D leadership

Abstract

R&D has typically been structured and managed in terms of its maturity on a scale that spans from initial concepts to marketable products. In contrast to a linear, stage-gate process that such a scale implies and for which many management tools have been developed, R&D breakthroughs and disruptive innovation typically emerge from coupled feedback loops and timely decisions in response to unplanned events across the R&D portfolio. The craft of tuning the decision feedback process demands specific leadership attributes of R&D portfolio managers. Decision making and key attributes are discussed.