Research - Developing & Monetizing a Long-term Vision for R&D

Phase I

Fall 2015 - Fall 2017

Deliverables

Member Summit 2017 Report Out

Value proposition

The goal of this ROR was to discover best practices for establishing a long-term vision for R&D that is tied to business strategies and how to use this vision to influence the strategy and direction of the firm. The team’s hypothesis was that R+D leaders must often make investments that extend beyond the normal business planning cycle, however, insights to guide these longer term R&D investments are often challenging for organizations. While organizations may have many of the pieces needed to form a long-term vision – such as market trends, voice of the customer, and customer and market insights – they lack critical pieces that will inform and justify longer term investments.

Approach

Participants in this ROR learned how companies are filling those gaps in long-term insights and how they are bringing the pieces together to form a compelling vision and translating this vision into actionable steps to guide long term R&D strategy. They also gained best practices in terms of communicating the vision and driving organizational alignment, with the objectives being to support and influence the long-term vision for the businesses and company as a whole. A maturity model was also developed to enable companies to better understand the journey to strengthening their vision capabilities.

Participants 

Co-chairs
Kent Young (Sherwin-Williams)
Terry Rosenstiel (USG)
John Gavenonis (Agilent)
Subject Matter Expert
New Edge

 

Phase II

Fall 2017 - Spring 2019

Value proposition

In Phase 1 of this RoR on Monetizing Long Term R&D, the team did new research on best practices for long term R&D and developed a maturity model that will allow organizations to both benchmark and develop continuous improvement plans.  Two areas were found to be significant pain points for organizations:  valuation of projects that extend beyond the normal business planning cycle, and cross-functional communication of Long Term R&D across an enterprise.

Approach

The focus of this Phase 2 work is qualitative work with organizations identified in Phase 1 that have approaches and practices in place in these 2 focus areas.  In addition, based on the findings from new, targeted, and focused interviews, the team will work to extend and refine these existing practices and propose approaches for feedback and discussion with a larger group at an IRI meeting.

Participants 

Co-chairs
Kent Young (Sherwin-Williams)
Terry Rosenstiel (USG)
Subject Matter Expert
New Edge