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Gradual lifting of lockdown by the UK government means that laboratories in both academic and industrial settings will be opening, Steve Bone explains this is far from trivial and offers some advice on best practice.
Quickly assessing a mass of diverse and sometimes misleading information, such as that presented by the COVID-19 crisis is exactly what many R&D managers have to do, writes Steve Bone. Fortunately, there are tools that can help those that need to be instant experts.
“The Good Doctor” prescribes that physicians are meant to be clinicians, teachers, and researchers. However, the digital revolution of the last few decades has dramatically changed the role and expectations
It is confirmed that the 2020 R&D Management Symposium “Invention to Innovation: Creating the Conditions for Impact” is to be virtual and free to participate.
The current global challenge has provoked interesting approaches to innovation – from collaborative working and open innovation, to crowdsourcing and repurposing of labs and equipment. If you have some interesting examples – then R&D Management has a call for papers for its special issue
Like so many meetings, the IfM’s Open Innovation Forum’s March workshop, was hastily reconvened into a virtual event due to the coronavirus crisis. Co-organiser Dominic Oughton, discusses some of the learning points.
“My research provides a Growth Investment Matrix to support business growth through Corporate Venture Capital (CVC) assessing where the linkages are deliberate or to align emergent strategy,” says Dayo Abinusawa of the AWA Business School, he has been supported by RADMA.
“‘Plans are only good intentions unless they immediately degenerate into hard work’ Peter Druker is quoted as saying but I have found that in many cases, intentions cannot materialise into actual behaviour,” says Tung Dao, a PhD Research Student at Nottingham Trent University who has been helped by a RADMA grant.
Combining organisational behaviour research with innovation and technology management to come up with a innovation process based on behavioural basis rather than structure is the aim of research by Cihat Cengiz, supported by RADMA.
Rapid responders are organizations that are already reviewing the innovation pipeline to detect timely opportunity. In response to new environmental factors and circumstances, they pause briefly and ask this of the projects in their pipeline, “is it time…?”
Characterising the emergence of technology ventures by applying roadmapping principles, is the theme of Yuta Hirose, research supported by RADMA.
Imoh Ilevbare works at Institute for Manufacturing, University of Cambridge as a Product Manager he has provided a quick overview of these papers from Technovation