(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 →
(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 →
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.
When French company Groupe Bull prepared to merge with American firm Zenith Data Systems, American and French engineers working for Bull discussed the difficulties of working with each other. As the Americans saw it, their French colleagues took an “analysis paralysis” approach to problem solving: They insisted on analyzing the problem completely and correctly before taking any action. Americans, in the French engineers’ view, insisted on action from the start, often at the expense of fully understanding the problem.
By Steven A. Zoller, project leader for two alliance projects at Procter & Gamble. This throwback article was first published in Research-Technology Management (RTM) in the March-April issue, 1999.
Strategic alliances have become commonplace in business, academia and government. Most people believe alliances are essential in today’s fast-paced, highly complex, and extremely competitive global business environment. However, are you really satisfied with the way your alliances operate and with their output?
Agreements like that between Westinghouse and Carnegie-Mellon can help surmount the obstacles to significant research cooperation between corporations and universities.
Richard M. Cyert, President, Carnegie-Mellon University (#TBT article originally published in 1985)
In talking with corporate executives, I find that most of them see the importance of an environment in which corporations and universities are cooperating much more closely. This attitude has developed in part from an increased appreciation for basic research, stemming from the recognition that the United States no longer has a technological lead on the rest of the world.
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 1971 issue.
(The following throwback article appeared in the July 1967 issue of Research Management, the precursor to our award-winning journal, Research-Technology Management, and was written by James P. Romualdi for whom Carnegie Mellon University named its annual Civil and Environmental Engineering Award.)
(The following throwback article appeared in Research Management, precursor to our award-winning journalResearch-Technology Management, in November 1982. This article was taken from testimony Rabinow gave as part of a panel of speakers before the U.S. Subcommittee on Investigations and Oversight, House Committee on Science and Technology, in 1981.)