Going for Growth: Increasing Shareholder Value through R&D

Going for Growth: Increasing Shareholder Value through R&D

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Overview

The Group Head of PA Consulting Group's Global Technology division explains how to maximize the revenue- and profit-making potential of R & D and turn it into a catalyst for increasing shareholder value. Written in a jargon-free style and designed to be an easy read,Buckley provides chief executives and other top managers with the ammunition to ask searching questions—questions about their firms' R&D activities and when returns on their shareholders' investments can be expected. Based on interviews with chief executives and other top managers around the world,Going for Growth shows how to understand the distinction between "research" and "development," ensure business and technology strategies are in step to produce maximum returns,select technology winners,and much more.

How can growth-oriented firms accelerate revenue and profit growth? The key is R&D—realizing the value of technology. R&D. The term conjures up the image of an obscure stronghold run by scientists,outside of —and out of step with—a company's day-to-day,revenue-producing operations. But if you understand the concept of going for grown as explained in this groundbreaking book,you'll see the role of R&D in a completely different light. In Going for Growth,John Buckley,Group Head of the Global Technology division of PA Consulting——a leading management and technology consultant firm serving top-tier companies like Unilever,Genetech,Astra,and AT&T—shows you exactly how to maximize the profit-making potentiall of R&D and turn it into a catalyst for increasing shareholder value. Written in a gargon-free style and designed to be an easy read,the book provides chief executivesand other top managers with the ammunition to ask searching questions—about their firm's R&D activities and the vast sums of moeny that are typically invested in R&D,often without a clear idea as to when a return can be expected. Based on interviews with chief executives and other top managers around the world,Going for Growth provides senior managers everywhere with a new perspective on increasing a company's worth—a perspective based on the active development of the R&D organization into one that exploits a broad range of technologies to develop innovative products that invrease shareholder value and support the company's growth. What results is an absolutely essential,practical resource for ensuring the health and wealth of your business in the 21st century.

Product Details

ISBN-13: 9780070087811
Publisher: McGraw-Hill Professional
Publication date: 12/01/1997
Pages: 160
Product dimensions: 6.37(w) x 9.31(h) x 0.91(d)

Table of Contents

Foreword xi(6)
Acknowledgments xvii
CHAPTER ONE. INTRODUCTION
1(18)
Understanding the Distinction between "Research" and "Development"
3(3)
Research Should Be the Domain of Academics
4(1)
The Whole Spectrum of Development Is the Domain of In-House Management
5(1)
Maximizing Returns from the Business and Technology Strategies
6(2)
Picking the Technology Winners and Managing Risk
8(3)
Innovating to Survive
11(1)
Managing the Delivery Process
12(2)
To Outsource or Not to Outsource?
12(1)
Managing In-House Resources
13(1)
Managing Creativity to Deliver Technology Leadership
14(5)
CHAPTER TWO. UNDERSTANDING THE DISTINCTION BETWEEN "RESEARCH" AND "DEVELOPMENT"
19(12)
Research Is Funded Institutional Curiosity
20(3)
Development Is the Exploitation of Technology Created Elsewhere
23(5)
Product Breakout Delivers Leading-Edge Applications of Existing Technology
28(3)
CHAPTER THREE. MAXIMIZING RETURNS FROM THE BUSINESS AND TECHNOLOGY STRATEGIES
31(24)
Fusing the Business and Technology Strategies
34(7)
Articulation of the Chief Executive's Vision and Aspirations
35(1)
Formulation of the Business Strategy
35(2)
Formulation of the Technology Strategy
37(2)
Linking the Strategies
39(1)
Selecting Strategic Options
40(1)
Driving the Product Development and Breakout Process
41(2)
Delivering Business Value from Technology
43(5)
Case Study-General Motors
48(7)
CHAPTER FOUR. PICKING THE TECHNOLOGY WINNERS AND MANAGING THE RISK
55(14)
Customer Value Analysis Helps to Define Market Opportunities
56(4)
Technology Radar Helps to Define the Winning Technologies for a Firm
60(5)
Calibration of the Radar
61(2)
Target Acquisition
63(1)
Radar "Lock-On"
64(1)
Technological Discontinuities Imply Risk, and It Must Be Managed
65(4)
CHAPTER FIVE. INNOVATING TO SURVIVE
69(18)
Innovation Is the Engine of Growth
70(2)
Companies Often Shy Away from Innovation
72(1)
Innovation Needs a Management Framework
73(9)
Establishing the Foundation
73(3)
Getting the Picture
76(3)
Managing Creativity
79(1)
Planning for Growth
80(2)
Case Study-Coca Cola
82(5)
CHAPTER SIX. MANAGING THE DELIVERY PROCESS
87(20)
Keeping All R&D Work In-House Is Likely to Isolate and Limit the Firm
87(1)
Wise Outsourcing of Product Development Can Lead to Technology Leadership
88(7)
Resist the Temptation to Outsource Research
89(1)
Be Rigorous about Deciding What to Outsource
90(4)
Recognize That Outsourcing Requires a Different Management Style and Skills
94(1)
The Virtual R&D Organization Has a Culture of Networking with the Most Appropriate Resources
95(1)
Good Collaboration Can Be a Source of Revenue or of New Technology
96(5)
Make Licensing Agreements to Create Revenue or Speed Up the Development Process
97(1)
Use Development Partnerships to Pool R&D Capability
98(1)
Enter into Joint Ventures to Develop New Streams of Business
99(1)
Create Mergers or Make Acquisitions to Acquire a Technology Base or Entrepreneurial Skills
99(2)
Case Study-Reuters
101(6)
CHAPTER SEVEN. MANAGING CREATIVITY TO DELIVER TECHNOLOGY LEADERSHIP
107(16)
R&D's Cultural Resistance to Change Must Not Be Allowed to Hold Sway
108(5)
A Firm's Culture Affects Its Ability to Change
109(1)
Traditional R&D Cultures Make R&D Resistant to Change
109(1)
The Personal Agenda Versus the Business's Needs
110(1)
The Logic and Detail Versus the Visionary Sweep
110(1)
The Firm Must Find Ways of Crossing the Cultural Divide
111(1)
Improved Communication
112(1)
Job Rotation
112(1)
International Experience
113(1)
Some Organizational Reorientation May Be Required to Support Business Changes
113(5)
Strong Leadership Will Bring R&D into the Heart of the Business, Regardless of Its Location
114(1)
The Chief Executive Cannot Abrogate Ultimate Responsibility for R&D
115(1)
The Chief Technology Officer Serves as the CEO's Adviser and Confidant
116(1)
Business Needs Must Take Precedence Over Hierarchical Constraints
117(1)
Case Study-Centro Richerche Fiat
118(5)
Appendix The Chief Executive's Guide 123(6)
Index 129

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