Why the 2017 Member Summit Will Be One of IRI’s Most Important Meetings

Veterans of IRI meetings are largely familiar with our brand, our value statement, our mission and, in general, who we are. They recognize that what we offer is unique, that the value gained by attending our meetings is unparalleled in terms of gaining high level contacts, networking with people who face similar challenges across every industry, and learning (as well as creating) genuine best practices in a field where best practices are tough to pin down. A few of these veterans are aware of the organizational modifications we’re currently undertaking, but most are not.

IRI is changing.

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4 Reasons to Attend IRI’s 2017 Annual Meeting in Person

Conferences offer an opportunity to learn many things you otherwise wouldn’t learn. They do this simply by exposing you to ideas and people you might not otherwise interact with but which may share things in common with your line of work. Most conferences focus on a particular industry or specific trade within an industry. The Industrial Research Institute (IRI) is different. Where most associations or societies address the issues of a particular industry, IRI addresses the complex variety of issues associated with a job function that spans all industries: how to manage the research and development (R&D) function.

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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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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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Advancing the State of Practice

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

This issue begins RTM’s 60th continuous year of publication. Originally called Research Management, it was founded as a journal by and for practitioners of research and development in order to share lessons learned and build best practices. The journal, renamed Research-Technology Management in the 1980s, has now served several generations of R&D and innovation leaders, and it will help executives and practitioners manage through many changes in the future.

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Why IRI Members Struggle with Lean Startup in Their Companies

Guest Contributor: John Bacon, CEO, iP2Biz

John Bacon, CEO, iP2Biz
John Bacon, CEO, iP2Biz

I’m a lucky guy! I have worked for very large high-tech manufacturing companies, led software company public offerings both in the U.S and in Europe, and co-founded my own company. Plus, I am faculty for the National Science Foundation’s I-Corp program.

Some of you may know I-Corps as the result of an audacious initiative between your federal government and Steve Blank, serial-entrepreneur turned academic, and the thinker who launched the Lean Startup movement. Continue reading

Automation: A Philosophical Challenge?

(The following throwback article comes from the archives of Research Management, the precursor to IRI’s award-winning journal, Research-Technology Management (RTM), and appeared in the March 1962 issue. It is based on a talk first presented at a meeting of the Convair-Fort Worth Management Club in April 1961)

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Changing the Culture of R&D

By Tamara Carleton, CEO and Founder, Innovation Leadership Board, LLC; William Cockayne, CEO and Founder, Lead|X; and, Yuriko Sawatani, Professor, Center for Leadership Strategy, Waseda University

Whether it’s open innovation, portfolio management, or customer-centered innovation, implementing any new innovation framework often means changing an organization’s culture. This special issue focuses on the underlying issues that frequently lead good initiatives to stumble: How do you change culture to support change?

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Federal Lab Travel Restrictions Hurt Us All

Earlier this week, the Industrial Research Institute (IRI) signed a letter addressed to Congress regarding administrative changes that affect the ability of Federal laboratory professionals to attend scientific and technical conferences. IRI is responding to the crisis such travel restrictions cause to the scientific and technical community and to our nation’s technological competitiveness.

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Shaping Innovation Success

By Jim Euchner, Editor-in-Chief, Research-Technology Management

“I think there is a world market for maybe five computers.”
Thomas Watson, chairman of IBM, 1943

“There is no reason anyone would want a computer in their home.”
Ken Olson, president, chairman, and founder of DEC

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