Create a R&D Strategy built for success with this guide and free template
Strategic Planning Guide for Research and Development Leaders
About the Mandala Research And Development Strategic Plan Template
Webinar 7 Key Trends That Will Impact Your Strategic Planning
The processes and tools R&D leaders use to manage transformational innovation inadvertently institutionalize incrementalism and homogeneity in the innovation portfolio. Fast-emerging technologies and shifting competition demand new approaches to ideation, opportunity selection and decision making.
R&D leaders find themselves in a new era characterized by rapidly emerging new technologies, transformative shifts in customer needs and competitive boundaries, and even new business model considerations for some organizations. While leaders can access more information than ever to help make decisions about how and where to innovate, they also face considerable uncertainty and risk in selecting the right path forward. R&D executives can increase the value of their innovation pipeline by embracing uncertainty and adopting alternative currencies of opportunity value, focusing on disruptive ideas and applying principles of portfolio thinking in opportunity prioritization decisions
.Use this R&D strategic planning guide to:
- Build a clear, measurable R&D strategic plan aligned to your organizational goals
- Combat 7 costly planning mistakes to develop a robust and agile strategy for your R&D department
- Capture and communicate your R&D strategy to stakeholders with a simple and visually impactful one-page template (exclusive feature)
- Despite the best intentions, common R&D processes for managing transformational innovation favor incremental opportunities over disruptive but uncertain ideas.
- An inability to accurately measure the value of transformational innovation causes stakeholders to prioritize certainty over potential return, leading to more conservative investment decisions.
- The use of tools such as balanced scorecards results in a selection of homogenous projects, jeopardizing future growth and competiveness.
- Evaluating transformational projects in isolation without portfolio fit considerations fails to account for the additive value derived from project interdependencies or diversity.
• R&D organizations that outperform their competitors prioritize pursuit of disruption in their idea-surfacing approaches, shift decision frameworks for transformational opportunities and derive value from project diversity in their transformational portfolios.