- Hardcover: 224 pages
- Publisher: Harvard Business School Press (1 April 1991)
- Language English
- ISBN-10: 0875842526
- ISBN-13: 978-0875842523
- Product Dimensions: 24.7 x 16.5 x 2.4 cm
- Average Customer Review: 5.0 out of 5 stars See all reviews (3 customer reviews)
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Amazon Bestsellers Rank:
124,005 in Books (See Top 100 in Books)
- #63 in Books > Business, Finance & Law > Sales & Marketing > Research
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Product Description
Product Description
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.
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First Sentence
The R&D imperative for industry has never been more compelling. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
The R&D imperative for industry has never been more compelling. Read the first page
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Browse Sample PagesConcordance
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most Helpful Customer Reviews
2 of 2 people found the following review helpful:
5.0 out of 5 stars
Matching R&D projects with corporate strategy,
By A Customer
This review is from: Third Generation R&D: Managing the Link to Corporate Strategy (Hardcover)
This is one of the great classics in research management. All R&D departments can and want to do more R&D than there are funds available. Prioritisation between projects is therefore unavoidable. For many years there was hope that by forecasting income and costs for the projects and comparing the two the most profitable projects could be chosen. Unfortunately that does not work other than for very simple development projects. This book describes the "portfolio method". The portfolio consists of projects. The projects are presented in two-dimensional diagrams. The axes of the diagram can be competitive position and technological maturity, or reward and probability of success, or annual budget and years to completion. Each organisation must decide which diagrams are relevant for their situation. These diagrams form the basis for a meaningful dialogue between the R&D function and other functions in the organisation and with top management. Another great merit of the book is that it introduces a new vocabulary where words are properly defined. Examples of subjects covered this way are types of R&D, technological impact, technological competitive position and project attractiveness. Even though the explanations of the portfolio system in the book are very clear the reader should not think that they are easily introduced. In a report by the European Industrial Research Management Association (EIRMA) of 95 six case studies are presented describing portfolio installation projects. Four represent successes and two failures. At least two conditions are essential for success: interest and support from top management and active participation in the development of the system of all the functions concerned (R&D, and marketing for example). It is impossible for an outsider to impose a standard system.
2 of 2 people found the following review helpful:
5.0 out of 5 stars
Inspiring. A book that really helps you to get results,
By A Customer
This review is from: Third Generation R&D: Managing the Link to Corporate Strategy (Hardcover)
Selection of the most attractive R&D projects is complex and puts strain on an organization. This book offers useful tools. I've tried them. They work.
1 of 1 people found the following review helpful:
5.0 out of 5 stars
Worthwhile Insight into R&D Management,
By Bob J. (Colorado, USA) - See all my reviews
This review is from: Third Generation R&D: Managing the Link to Corporate Strategy (Hardcover)
This is a well written book, which astutely points out the existence of differences in outlook between R&D staff and company-wide management. Although the authors have tried to pinpoint the problem areas, such as expert input from technical staff is: "...not included in the company's higher councils...", which leads to alienation of the R&D staff and the creation of R&D/management barriers, I felt this book does not quite bring to light the genuine root causes of such R&D problems that can lead to R&D staff and management frustrations. I would thus highly recommend the R&D sharp satire, "Management By Vice," (author/R&D scientist C.B. Don), since it reveals many of the fundamental reasons for the kind of R&D staff vs. management barriers and interaction failures observed in "Third Generation R&D". Both managers and R&D staff alike I feel can benefit greatly from reading these two books --- and then drawing their own conclusions on how best to manage...or rather, how not to "mismanage"...R&D staff!
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