Strategies and tactics for managing an independent research and development program

Abstract

The authors examine the strategic challenges facing the IR&D (independent research and development) director, his/her roles and responsibilities in relation to the IR&D principal investigator, and a number of techniques by which an IR&D director can manage IR&D project staff more effectively to focus on business (customer) objectives, encourage innovation, and increase productivity. They discuss the use of awards and incentives for recognizing achievement, ways to relieve the researchers of some of the administrative burden, the effectiveness of writing workshops and professional editing to facilitate better technical reporting, and the networking of technology gatekeepers to nurture creativity and encourage innovation. They share experiences obtained from application of these techniques in a corporation with multiple business units in a matrix organization.<>