The 3 “Shu-Be’s” for Better Talent Management

By Greg Holden, Business Writer & Social Media Manager, IRI

As an American with a non-American spouse, I hold that unique position of being called out when I am not speaking proper English. In its place, I am told, is “American Midwest English,” a form of easily understood mumbling—if you also happen to be American. For instance, I was asked once if my car was in the parking lot outside a friend’s place where we were gathering, I responded with a shrug, saying that it “should be.” Only it came out, as it does for many Americans, “shu-be.” My non-American spouse, who was there with me, smiled and sang the words “shoo-be-doobie-dooo.” She was very amused with herself.

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New Products: What Distinguishes the Winners?

(This article is a throwback that was originally published in 1990 by Robert G. Cooper in Research-Technology Management (RTM). This article was the winner of the 1991 Maurice Holland Award. For a more recent look at Dr. Cooper’s writings in RTM, check out Vol. 60, No. 1 #Happy60thRTM!)

By Robert G. Cooper

An accurate understanding of why new products succeed or fail is vital to improving new product performance:  Continue reading

Managing Open Innovation

chesbrough_henry(This is a throwback article from the January-February 2004 issue of Research-Technology Management and is the second publication made by Henry Chesbrough on the topic of Open Innovation after publishing his book in which he coined the term. It is adapted from a presentation he delivered at IRI’s 2003 Annual Meeting in Colorado Springs, CO. For the latest RTM article by Henry Chesbrough, check out the January-February 2017 issue, open to the public for a limited time!)

By Henry Chesbrough

Not long ago, internal research and development was viewed as a strategic asset, and even a barrier to competitive entry in many industries. Only large companies with significant resources and long-term research programs could compete. Research-based companies like DuPont, Merck, IBM, GE, and AT&T did the most research in their respective industries. And they earned most of the profits as well. Rivals who sought to unseat these firms had to ante up their own resources, and create their own labs, if they were to have any chance against these leaders. Today, the former leading industrial enterprises are encountering remarkably strong competition from many newer companies.   Continue reading

The 3 Big Myths of Sparking Creativity at Work

By Greg Holden, Business Writer & Social Media Manager, IRI

How do you spark creativity at work? This is a question as old as business itself and a topic of extensive research that has yet to be answered conclusively. What has been turned up through decades of study, however, is at least a cursory rebuttal of several big myths about how to encourage workers to be more creative. In a nutshell, creativity cannot be forced, only coaxed out of its hiding place with proper incentives.

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50 Years of Change in Industrial Research and Technology Management

By Charles F. Larson

(This throwback article originally appeared in the 2007 January-February issue of RTM as part of the journal’s 50th anniversary.)

Leaving Purdue in the spring of 1958, I had no idea that an organization called the Industrial Research Institute (IRI) had just launched the first issue of a new journal called Research Management (RM). The chair of the Editorial Advisory Board explained that this new publication was initiated because “we need one place to turn for the latest ideas regarding research management.” RM was, of course, sent to all Representatives of IRI, but it was also intended for use by research leaders in university and government labs, with an annual subscription price of $7.50. At that time, industrial R&D investment was $3.6 billion, total R&D investment in the United States was $10 billion, and the average salary of an R&D professional was $9,000. Continue reading

The Management of Research When Research-Technology Management Was Born

By Michael F. Wolff, Executive Editor, RTM (1983-2010)

(This throwback article appeared in RTM twice, first in 1983 and again in 2007 as part of the journal’s 50th anniversary. This year marks the 60th year that RTM has been in continuous publication. #Happy60thRTM!)

In 1958, the industrial boom fueled by the technical advances of the World War II period was only temporarily interrupted by a recession year. The earlier dramatic research advances in computers, chemistry and electronics continued to contribute strongly to the growth of R&D management as a profession—one that brought with it concerns that resonate with those that confront the profession today.

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Top Technology Management Trends to Watch in 2017

By Greg Holden, Business Writer & Social Media Manager, Industrial Research Institute

The research working groups at the Industrial Research Institute (IRI) take a good, hard look at how they, the practitioners, not academics or theoreticians, approach the everyday management of technology innovation management at large technology companies. These members are on the front lines, doing the real work of managing R&D at some of the world’s largest, most innovative companies. The scholars and subject matter experts who are attracted to IRI, and who volunteer their time to provide support to these working groups, are also interested in the practical applications of their theories at real companies. This is the IRI crowd, and it is vibrant. So when we at IRI see a trend in our web and content analytics, we pay attention. Based on 2016 data, a few trends stood out. Continue reading

How Do You Reward Innovators?

By Greg Holden, Business Writer & Social Media Manager, IRI

In his keynote address at an IRI Annual Meeting, Bernie Meyerson, Chief Innovation Officer at IBM, said “the talented techies are the rock stars; these are the people that make it work. If you don’t value them, you lose them.” Highlighting the focus of organizations to favor non-technical employees, Meyerson was making the point that innovation comes from the technical people. And, without an effort to make the people that innovate happy, the entire organization suffers. IRI members talk about this. It’s one of the subjects discussed frequently in our Community Forum in myriad ways. Continue reading

Building a Culture of Innovation

By Jim Euchner, VP, Global Innovation, Goodyear, and RTM Editor-in-Chief

People will work long hours, climb over steep obstacles, and endure a lot of frustration to innovate if they believe they have a real chance to create something new. An organization can be said to have a culture of innovation when it supports those people and makes it possible for bold new things to happen with some regularity. Alas, in many organizations, it is almost impossible to be truly innovative. There are too many layers of organizational defense preventing it.

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The Impact of Corporate Splits on R&D

Almost two years ago an article appeared in the Wall Street Journal decrying the rise of corporate splits and the seeming increase in organizations seeking ways to innovate at faster speeds. Today this trend appears to be holding. Xerox, Timken, Armstrong, Hewlett-Packard, to name a few recent splits. There are also big mergers that break up large companies and form new ones, such as the merger of Dow Chemical and DuPont. And, lest we not forget, there are also those organizations whose purpose seems to be to create spinoffs–companies like Danaher and Royal DSM.

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