Why do some firms continually make poor RaD decisions while others can deliver a stream of successful products and services? According to the Mathesons, successful firms have internalized the nine interlocking principles of smart RaD--the building blocks of a corporate culture that emphasize making the right strategic decisions at the right times, and aligning organizational practices to support these decisions and sustain their results. The nine principles include embracing uncertainty, opening information flows, and encouraging systems thinking. Once in place, these values enable companies to make appropriate choices about their RaD planning, portfolio management, and project strategies. The authors stress the importance of evaluating trade-offs, investigating alternatives, and getting buy-in across functions to ensure that decisions will be viable from both technological and managerial perspectives. They use best practice examples from companies including General Motors, Pilkington Glass, and BankOne of Ohio to demonstrate that the methods used to enrich RaD planning can be applied more broadly to create, in effect, the smart organization.Today, no one has that much market power (except possibly Sony in Japan), so HDTV would require a cooperative effort. ... Figure 9-5 is a simplified version of an influence diagram used in the electronics company problem. ... rhat prevailed, both TV programming and the time to market of equipment would be affected.
|Title||:||The Smart Organization|
|Author||:||David Matheson, James E. Matheson|
|Publisher||:||Harvard Business Press - 1998|