Third Generation R and D: Managing the Link to Corporate Strategy

Written by three senior consultants from Arthur D. Little, this book provides managers with a new approach that will make R&D a truly competitive weapon. Relates how R&D management has evolved from the naive strategy of hope approach of the 1950s and 1960s, when companies spent lavishly in the vague expectation that something good would result, to the more systematic approach of the past two decades. The third generation of R&D is a pragmatic method for linking R&D to long-term business planning. It shows managers how to: integrate technology and research capabilities with overall management and strategy; break down organizational barriers that isolate R&D from the rest of the company; foster a spirit of partnership and trust between R&D and other units; and create managed portfolios of R&D projects that match corporate goals.

Research and development is the place where new technologies grow and where old ones are made better. Many companies realize that their ability to survive and prosper in the years to come is directly related to the proper management of their R&D functions. The method put forth in this book shows an approach which will make R&D a useful tool in the goal to stay competitive. Must reading for managers, strategic planners, and researchers.

This hardcover edition is available only in a premium, full-cloth binding. It will not ship with a dust jacket.

Written by three senior consultants from Arthur D. Little, this book provides managers with a new approach that will make R&D a truly competitive weapon. Relates how R&D management has evolved from the naive strategy of hope approach of the 1950s and 1960s, when companies spent lavishly in the vague expectation that something good would result, to the more systematic approach of the past two decades. The third generation of R&D is a pragmatic method for linking R&D to long-term business planning. It shows managers how to: integrate technology and research capabilities with overall management and strategy; break down organizational barriers that isolate R&D from the rest of the company; foster a spirit of partnership and trust between R&D and other units; and create managed portfolios of R&D projects that match corporate goals.

Booknews

Three management and technology consultants argue that rather than either letting research and development departments have a free hand, or subjecting them to strict conditions, corporate managers should integrate the department's directions into the company's overall strategy. Annotation c. Book News, Inc., Portland, OR (booknews.com)