Menu
What makes a disruptive technology successful? According to Hardman et al, the winning characteristics include being disruptive to market leaders, end users and infrastructure. Their analysis proves useful to both potential disrupters and the incumbent.
With increased market competition and social pressure, energy companies have had to adapt, generating innovative ideas themselves and dealing with new technologies that may threaten their position. But how can you predict how disruptive a new technology will be?
Large R&D centric businesses have a huge asset in the vast experience that exists in their leading scientists – every trick in the book should be used to help staff access this expertise…
Careful attention to the design of roadmap-based templates can greatly improve the efficiency and effectiveness of the group in sharing, capturing, organising, prioritising and synthesising knowledge.
Pharmaceutical R&D is a complex, long and expensive task with a high project attrition rate. Only 5% of drug projects, that reach the stage of first human dose progress through all phases of clinical trials to reach patients.
Long term investment in research and development and a new technology strategy are part of a raft of proposals announced today by UK prime minister Theresa May.
Creative work is often marked by an impasse. Exercising helps your conscious mind to relax, and your inner critic to rest. You might be surprised by unexpected and original combinations that emerge.
Innovation diverts attention from the ‘performance engine’ of an organisation, how can these exploratory projects be implemented effectively to break new ground without breaking the company?
How do companies handle potentially disruptive technologies from the identification up to their integration and how are these integrated into roadmaps applied in practice?
When done well, by the right sort of people, with an experienced facilitator, a brainstorm has real strengths and can produce large numbers of ideas.
Welcome to the R&D Today Roadmapping theme from the editors, Rob Phaal, Clare Farrukh and Sven Schimpf
In theory a stage gate process forces managers to review all aspects of the project – not just the technical work – and to take decisions. You want people to go away feeling pleased to have caught hold of some problems and dealt with them, but too often they just feel grateful to have got out alive!