How should companies design R&D teams and processes to create the best possible results? That’s the challenge that Babson College Professor of Innovation Management Gina O’Connor addressed in her talk at the Innovation Research Interchange’s annual conference in June.
- The IRI is a division of the NAM that advances the field of innovation management by creating contemporary practices—in R&D and many other areas.
A common problem: In an extensive research project at Babson College, O’Connor worked with experts from Goodyear, Synthomer and Diageo to study companies and decipher best R&D practices.
- She noticed a recurring theme: R&D professionals were being used by companies to solve urgent technical issues rather than to discover and invent.
Empowerment and autonomy: What do R&D professionals need? According to O’Connor, most want a moderate amount of empowerment, but not complete control over what to do.
- “We want to make sure that there’s organizational commitment somewhere associated with what we are doing, but we don’t just want to be told what to do,” as she put it.
So, what works? O’Connor explained that organizations with structureless R&D systems often had erratic decision making, sudden disruptions and unexpected changes in direction that left employees feeling powerless.
- Similarly, organizations with R&D processes that were too formal were also alienating to employees, who felt there wasn’t any room for flexibility or discussion.
- In contrast, the best systems included strong project leaders, consistent back and forth between the R&D group and organizational leadership, constructive communication, clearly outlined goals and trust in employees.
Learn more: Head on over to the IRI website to check out more of its programs and events.
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