Research-Technology Management

Magazine for managers of research, development, and technology implementation.

Articles from Vol. 44, No. 6, November-December

A Message from IRI's Chairman
When RTM's Editor asked me to write about the horrific events of September 11th and their implications for the R&D community, I knew his request would be challenging. Nonetheless, I felt this was an important issue that I had to address. R&D...
Centralized versus Decentralized R&D: Benefits and Drawbacks. (Information Resources: New Books and Reports for Leaders of Technological Innovation)
Centralized versus Decentralized R&D: Benefits and Drawbacks; EIRMA Working Group 56 Report, 2000; Available to IRI and EIRMA members from EIRMA, 34 Rue de Bassano 75008, Paris, France. This report examines the organizational forms being used...
Commercializing Discontinuous Innovations: An Approach Based on Venture Capital May Prove the Best Way of Dealing with the Creative Destruction Facing Today's Corporation
In 1994, James Utterback, of the Massachusetts Institute of Technology, drew upon historical data to explain why most breakthrough innovations come from industry outsiders and why many firms fail to maintain industry leadership across generations of...
Corning and the Craft of Innovation. (Information Resources: New Books and Reports for Leaders of Technological Innovation)
Corning and the Craft of Innovation; Margaret B. W. Graham and Alec T. Shuldiner; Oxford University Press, New York, NY, 2001; 505 pp., $29.95 "When I was growing up," Corning's retired chairman James R. Houghton wrote in his foreword to Corning...
Evaluating Project Proposals: A Simple Formula Allows Planners to Score Proposals in Terms of the Degree to Which the Available Management Resources Meet the Needs of the Project
As firms face growing pressure to create value and reduce costs at every stage of the production process, the winners are those that are able to deploy organizational, managerial and technological resources so as to achieve a timely and flexible response...
From a Twinkle in the Eye to a Blockbuster Drug: The Story of Celebrex[R] Holds Lessons for R&D Leaders Everywhere. (the IRI Medalist's Address)
Modern drug discovery is a difficult, arduous process, filled with enormous risk. Success, however, can provide relief of human suffering and increased longevity, worthy goals by any standard. Because the discovery and development of new pharmaceuticals...
Gene Therapy for Tortoises: By Bringing Small-Firm Innovation to Large Firms, We Can Create the Best of Both Species
CEOs are basically measured on shareholder value--i.e., on their ability to create large future cash flows. Most firms can only do this efficiently through a high rate of organic growth. Mergers, acquisitions and share buybacks rarely create new value;...
Get Big Enough (but Not Too Big) to Source Innovation: To Grow in the High-Risk Pharmaceutical Industry, Lilly Favors a Collaborative Strategy of "Innovation Leverage" over an M&A Approach
Like all companies in the pharmaceutical industry, Eli Lilly and Company knows it needs to grow revenues, profits and shareholder value through constant innovation. When the internal R&D engine will not generate enough innovation to meet growth...
High-Performance Research Organizations: Here Are Ten Attributes That Help Managements Do the Right Things to Turn Their Visions into Reality
This article has two messages. First, it is both useful and possible to develop a set of performance ideals or attributes for a notoriously difficult area to manage--research organizations. Second, it would be both useful and practical to apply the...
Innovation and Competitiveness among EU Goals for Knowledge Economy. (Perspectives)
The European Union will be the world's largest free-trade zone by the end of the decade, when it completes its planned expansion from 15 countries with 375 million people to 27 countries with 500 million people. At the same time, it is determined to...
Management for the New Millennium-The Challenge of Change. (One Point of View)
My first "One Point of View" in Research * Technology Management was published September 1980, five years after I joined the Industrial Research Institute as its executive director. The article was titled "Management for the 80s--A Challenge to Change."...
Mike Receives a "Present". (the Human Side)
The following hypothetical human resources problem has, like so many of its ilk, no "correct" answer. In order to help your colleagues deal with such a situation, please tell us how you would handle it. We'll print as many as space permits. The Editor....
Notable Papers and Articles. (Information Resources: New Books and Reports for Leaders of Technological Innovation)
Do We Have a New E-conomy? (Working Paper No. 8243); Martin Baily and Robert Lawrence; National Bureau of Economic Research, April 2001. Yes, reply the authors to their title question. They find that there has been a structural acceleration of total...
Pharmaceutical Wannabe Emphasizes Productivity. (Corporate Strategy)
Every executive wants to improve the productivity of his or her company. But how many do anything serious about it? Millennium Pharmaceuticals, Inc., a biotechnology company based in Cambridge, Massachusetts, makes productivity the central factor in...
Retaining Your Asian Talent. (the Human Side)
Climbing the corporate ladder can be tough enough when you know the rules of the game. It can be downright impossible, though, for someone who lacks the cultural skills required to make oneself heard, get credit for work accomplished, and negotiate...
Strong R&D Spending Seen for U.S. in 2002
Despite signs of moderation in the recent double-digit increases in R&D investment by United States industry (RTM July-Aug. 2001, pp. 2-4), the June 2001 outlook for 2002 spending remained strong in many industries, according to Schonfeld Associates....
"Tom Confronts Lab Rage" (July-August 2001, P. 60). (Readers Reply To)
"Tom Confronts Lab Rage" (July-August 2001, p. 60) Keg of Dynamite Tom and Pete got very lucky in their dealings with Phil as he resigned. It appears his background check, if done at all, did not uncover his tendency to "blow up at people." This...
When Scientists or Engineers Negotiate. (Managers at Work)
I can remember well, some 30 years ago, the handshake that sealed the megabucks deal after months of hardball negotiations. Mitch Lovell, my customer and CEO of a major electric utility company, assured me over double martinis that my company, General...
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