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Volume 1 | Issue 1 | September 2005 | Management Roundtable Website |
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Issue One Contents: 1-1
MVP
Award Winners Deliver R&D Value-Add
1-2
Key R&D Effectiveness Metrics 1-3
What is R&D Value? -
Senior Management's View
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1-0
Introduction
This first installment of our publication focuses on the winners of our first ever MVP Awards which recognize outstanding individuals for improving their companies' R&D operations through the development of new initiatives, championing performance measurement programs, and sharing the best practices of their accomplishments with others. In future issues, we will more deeply explore the factors behind the award winners' accomplishments and provide insight into the many lessons learned that you can apply to your own company's R&D operations. |
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1-1
MVP Award Winners
Deliver R&D Value-Add One of the biggest issues in R&D these days is determining and demonstrating “value-add.” CEOs are scrutinizing return on R&D investment and the impact of R&D spending on long-term growth and competitiveness. Many are even outsourcing R&D with the goal of reducing overhead and boosting innovation. While financial measures are clearly important, Management Roundtable decided to explore the human side of the R&D value equation. How are people contributing to their companies’ growth, innovation and competitiveness? And shouldn’t high-performers be recognized and rewarded rather than viewed as a line item? In 2005 Management Roundtable launched the inaugural Product Development and R&D Metrics MVP Awards* to recognize outstanding individuals and their accomplishments. In selecting the winners, Management Roundtable discovered a high correlation between the organizations that actively support R&D and the results they achieve. [...continued] |
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Key R&D Effectiveness
Metrics According to one MVP Award winner, John Cordes, Director of New Product Development at National Semiconductor, “there are many challenges with trying to measure R&D effectiveness. One of the worst is the time lag between R&D process changes and when and how well these changes can be correlated with results. Another challenge is that the financial results are dependent on many other factors (such as general market conditions, competitor activity, amount of outsourcing, changes in strategy, etc.). As with most systems, it takes more than one metric to see if you are improving. Some R&D metrics used by National Semiconductor include:
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1-3
What is R&D Value? Senior
Management’s View While financial performance and productivity can be measured, qualitative R&D value is another story. It goes beyond numbers -- and includes many subjective, intangible, and often ill-defined factors, making it tricky to measure and even harder to achieve. To get a better understanding of what constitutes R&D value, we decided to explore the MVP winners’ nominations and endorsements. What do the winners’ bosses value? What do their companies value? What really made these winners stand out? [...continued] |
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© Copyright 2005 by Management Roundtable, Inc. All Rights Reserved |
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Welcome
to the premier issue of "Measuring and
Delivering R&D Value," the first offering in a short
series of publications created to report on Management Roundtable's research and activities in the area
of measuring product development and R&D effectiveness.
