Managing Global Managing Global InnovationInnovation

Attila KuruczAttila KuruczUniversity of West-Hungary

Department of Business Sciences

Distinguishing R&D Processes

Highly differentiated phase concepts are commonly accepted and applied in

R&D practice, but they suffer from the strictly sequential execution of project

phases and are therefore often impractical. On the other hand, if projects are

carried out without reviews or milestones, there is the danger of achieving

little effectiveness (doing the wrong things) and low efficiency (doing things

wrong).

Today we know, at least in principle, how projects work. But we still do not

know how to get from the useful many ideas to the vital few projects which

the R&D lab is capable to execute. Even more difficulties arise when the new

product is to be introduced to the market.

There are three phases in the R&D process:

- Pre-project phase: How to create a good product concept and a manageable project

- Development phase: How to manage a project

- Market-introduction: How to transfer R&D results efficiently to operations and the customer

Between the pre-project and the development phase we must translate from the language of the customers or scientists to the language of the company (market or technology driven). Between the project and the market-introduction phases, we need to translate from the company’s technical language to the emotional language of the sales force and the customer.

Main problems in transnational R&D processes

Informal Links + Networks: - Create a manageable project

- Build trust among project members

- Ensure downstream

Project + Processes:- Management of dispersed R&D teams

- Match functions and processes

- Creating integral designs

Hierarchical + Functional: - Structured versus unstructured processes

- Translate between language of the company and language of the customer

- Innovation factors can’t be measured and controlled

Regional + Legal: - Transfer of R&D results to sales units and customers

- Integrating local expertise without moving people too much

- Market maturity

Stage-Gate-Process to Support Project Management

A combination of classical phase segmentation and process orientation is found in the concept of the „state-gate-process”. Every step or „stage” necessary to complete a particular project task is linked to the next by a „gate” at which decisions for the continuation of the project are made.

Contrary to milestones, gates are more flexible in terms of time, date and content. Gates allow a deliberate parallelization of phases as well as their recombination or adaptation to new requirements.

„You can get around a milestone, but you must go through a gate.”

Stage-Gate-Process to Support Project Management

The number of stages and gates is project and industry dependent. Ex ante agreements serve as guidelines for the collaboration of project participants.

Stage-gate process are not contradictory to the parallel execution of product and process development.

The differentiation between pre-project phase and main development phase is of utmost significance for the quick and efficient execution of R&D projects.

The stage-gate exhibits a further advantage should customer specifications change or competitors introduce rivalling products, so if high complexity and dynamics alter the competitive environment.

Transnational R&D Processes

Pre-project Phase:

Fostering Creativity

Characters of Pre-project phase Budget: often none / low Goals: vague Costs: low Processes: not structured Results: unclear Financial risk: small

Tasks during Pre-project Phase

It requires strong management support, it relies on experience, knowledge and know-

how (soft management factors) The identification of the market segments (who

is the customer?) The work statement (what does the customer

want?) The product requirement specification (how can

we fulfill the customer’s needs?)

1. The Product Concept Team

Team has a cross-functional role. Team should be formed of member different

functional departments (development, marketing, production, support)

Its activity concludes with the specification list.( translation of the customer’s requirements into technical specifications)

Specification List

Technical specification Project plans and schedules Time-critical path Technical alternatives Technical and market risks (procurement, production, sales, market

introduction)

2. Idea Generation

1. Needs explorationTraditional marketing research tools: panel

research, focus group interviews, sales and distribution questionnaires, scenario techniques, lead market analysis

Recently developed tools: cooperative forms of R&D, anthropological expeditions

2. Technology-potential screening: leading edge

innovation centres, conferences, technology forecasts, expert interview, patent database research,

3. Intensive Idea Flow and Workflow Systems

Idea generation take place on a global scale. Function: transmits and distributes ideas,

problems, commentaries and solutions by means of modern information and communication technologies.

4. Good Idea Require Good Promotion

The problem identification usually occurs by a single person or a group.

Looking for support they try to convince influential people about their idea.

The influence is based on their Hierarchical position (power promoters) Knowledge (functional promoters) Communication abilities (process promoters)

Experience show that personal relations are the most important for winning decision-makers.

Project opponents are who bring in technological and economical arguments against new idea.

5. Product Profitability Calculation

Product profitability calculation is based on forecasted market returns discounted to present net value.

It is widely used, but it isn’t always an appropriate tool for project evaluation.

Project proposals should be complemented with qualitative data and evaluated in light of the firm’s strategy and technological vision.

6. Project Approval – Rational Criteria and Politics

Proposal is presented to a steering committee. Project selection always takes place mostly at

the location of the decision-maker. Decisions about projects are made on a rather

informal basis. (political agreement finding process)

Approval includes: decision about project members and participating locations

Transnational R+D processes

Development (Project phase)Market Introduction

Development Phase

In transnational projects this process is characterized by high complexity

Goal conflicts may occur between R&D, production, marketing, and logistics

The conception of the system architecture is a critical success factor for the whole project

To share the knowledge and information is a principal factor

Development Phase

The activities in the development phase is more detailed, structured than in the pre-project phase

This phase requires a resource- and time-conscious project management

Prototyping The complexity in innovation projects can be

reduced by introducing tangible support tools and media

Development Phase

Prototypes serve a wider role: To reduce risk To learn from experiments To determine customers preferences To communicate across functional interfaces

Nowadays companies can employ rapid prototyping due to the CAD planning, Internet, and digital photography

Market Introduction

There are three important challenges to the company:

Market introduction is a global project, Not all the participants work for the same

company, The costs often exceed the total costs of

the two previous phases The key to success rests in professional project

management. The different tasks of R&D, marketing, production, sales and maintenance must be coordinated and integrated

Market Introduction

There are two types of introducing a product: Big-bang market introduction when the

company is presenting the product to all target markets at the same time,

And in the lead concept, the product is tested with lead customers or in lead markets, before the world wide introduction

Besides the product, complementary services must reach the market as well