March 20, 2006
Transforming R&D Culture
CEOs Should Act To Enable Profitable New Business Models
This is the second document in the "Reinventing R&D For Global Competitiveness" series.
by Navi Radjou
with Laurie M. Orlov, Samuel Bright
Executive Summary (This is a document excerpt)
The industrial era corporate R&D model — with its insular and unresponsive culture — is dead. To win in today's globally networked and volatile economy, firms must transform their R&D culture to drive not just technical innovations, but also business model innovations that cannot be replicated by competitors. Today's digital era firms need a flexible, market-focused, corporate R&D function anchored by partner-friendly processes that span corporate and geographic boundaries. Growth-seeking CEOs can learn from pioneers like BT, Eli Lilly, Intel, and Whirlpool about new governance structures, processes, skills, and tools that they must invest in to seed and nurture a dynamic R&D culture.
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WHAT IT MEANS
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Forrester interviewed senior execs responsible for R&D and innovation at Best Buy, BT, DuPont, Eli Lilly, Esselte, IBM, InnoCentive, Intellectual Ventures, Philips, Pitney Bowes, Reuters, Saatchi & Saatchi, Siemens, Sprint, Whirlpool, Wipro Technologies, and Yahoo!. We also spoke to R&D experts, including: Ashok Bardhan, University of California Berkeley; Tom Kelly, IDEO; Bob Buderi, editor-at-large, MIT Technology Review; and Doreen Lorenzo, frog design. Related Research Documents
March 20, 2006, Trends
January 26, 2006, Quick Take March 16, 2005, Forrester Big Idea June 17, 2004, Forrester Big Idea |
The Century-Old R&D Paradigm Is Out Of Sync With New Business Realities
Technical R&D Fails To Deliver What CEOs Need Most: New Business ModelsFind Documents In Related CategoriesThis document falls under the following categories. Click on a link below to find similar documents.
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Original air date: Friday, September 05, 2008
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