Resource Center: Experience Successful Innovation https://www.iriweb.org/resources/ Accelerating Value Creation Wed, 24 May 2023 15:00:30 +0000 en-US hourly 1 https://wordpress.org/?v=6.2.2 https://www.iriweb.org/wp-content/uploads/2021/03/favicon.ico Resource Center: Experience Successful Innovation https://www.iriweb.org/resources/ 32 32 Sustainable Innovation: Sustainable Packaging at Nestlé Purina https://www.iriweb.org/resources/sustainable-innovation-sustainable-packaging-at-nestle-purina/?utm_source=rss&utm_medium=rss&utm_campaign=sustainable-innovation-sustainable-packaging-at-nestle-purina Wed, 24 May 2023 15:00:29 +0000 https://www.iriweb.org/?post_type=resources&p=19897 This whitepaper summarizes DuPont’s efforts to launch and scale its Spark Digital Academy, the challenges it faced, and the lessons the company learned. The text relies on several interviews with DuPont’s leaders responsible for the conception, launching, and management of the Digital Academy. It presents insights for other organizations to
use in their digital transformation efforts.

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Click here to access whitepaper

This case study focuses on the ways in which Nestlé Purina has taken an innovative approach to linking their packaging to the circular economy encouraged by UN SDG #12 regarding responsible consumption and production. By developing packaging that is recycle ready, without compromising its ability to keep pet food preserved to minimize food waste, Purina is working to reduce the use of virgin plastic, redirecting plastic out of the waste stream, and providing a reusable material for new packaging. In so doing, they are encouraging other corporations to follow suit, initiating the infrastructure to recycle these materials, and educating the consumer on how to make their plastic use more sustainable.

Key take-aways: 

  • Sustainable innovation must ensure the feasibility, viability and desirability of the solution for the customers and sustainability for the planet.
  • Sustainable innovation must be a holistic business model innovation.
  • For impact at scale, an integrated sustainability perspective is built on the purpose of the business in service of its customers and the planet.
  • Sustainable innovation is a systemic endeavor.
 
 
 

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Moving beyond water cooler conversations: Digitalization Thought Leader Interview with Pete Weddington, Owens Corning https://www.iriweb.org/resources/moving-beyond-water-cooler-conversations-digitalization-thought-leader-interview-with-pete-weddington-owens-corning/?utm_source=rss&utm_medium=rss&utm_campaign=moving-beyond-water-cooler-conversations-digitalization-thought-leader-interview-with-pete-weddington-owens-corning Tue, 23 May 2023 17:42:31 +0000 https://www.iriweb.org/?post_type=resources&p=19891 Water cooler conversations have been virtually impossible (pun intended) for over three years now. But were they even an effective way to get your teams collaborating in the first place? Owens Corning looked at their successful ERP model and wondered how they could parlay that effective collaboration into other parts of the business, including new product development. Collaboration hubs are their answer. They are working to bring everyone and every project into a transparent system to enhance knowledge and collaboration. Pete Weddington, IT Director at Owens Corning, will share their work on this as well as other innovative approaches they are taking to getting the word out about new tools and systems.earn about Procter & Gamble’s focus on ensuring there is no trade off between value, quality, and sustainability.

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May 2023

Water cooler conversations have been virtually impossible (pun intended) for over three years now. But were they even an effective way to get your teams collaborating in the first place? Owens Corning looked at their successful ERP model and wondered how they could parlay that effective collaboration into other parts of the business, including new product development. Collaboration hubs are their answer. They are working to bring everyone and every project into a transparent system to enhance knowledge and collaboration. Pete Weddington, IT Director at Owens Corning, will share their work on this as well as other innovative approaches they are taking to getting the word out about new tools and systems.earn about Procter & Gamble’s focus on ensuring there is no trade off between value, quality, and sustainability.

Peter (Pete) Weddington is an IT Director for Owens Corning. Pete currently is assigned to lead the Digital Worker Program. This program is part of the company’s digital strategy to transform and leverage technology to drive efficiency. In addition to running this program, Pete is responsible for the IT portfolio for Owens Corning’s Science and Technology organization with an emphasis on the company’s scientific and engineering communities focused on product and technology development. Pete also holds the IT leadership role on the Owens Corning Integration Management Office that is responsible for the integration of acquisitions to the Owens Corning enterprise. Pete has been with Owens Corning for 18 years holding a variety of positions in the Information Technology organization serving all parts of the company globally from IT infrastructure to enterprise applications.      Prior to joining Owens Corning, Pete is a retired U.S. Coast Guard Officer. Pete had a diverse operational and staff career in the Coast Guard. He was a career rotary wing aviator with operational experience in two of the Coast Guard’s helicopter types: the H-65 Dolphin and the H-52 Sea Guard. His operational aviation tours of duty began in 1986 after receiving his Naval Aviator Wings from Navy Flight School with his first assignment at Air Station Barbers Point, HI. Subsequently, he served tours of duty at a primary flight instructor at Naval Flight School in Milton Florida, and then as an aircraft commander at Air Station Houston. After attending graduate school, Pete worked at Coast Guard Headquarters in Washington, D.C. and worked to develop and deploy the logistics systems used by Naval Engineering to operate and maintain its fleet of cutters. From this assignment, Pete completed his service with the Coast Guard as the Chief of the Information Systems Division at the Aviation Logistics Center in Elizabeth City, NC. During his tenure, the Coast Guard developed and deployed a modern logistics system used by Coast Guard Aviation Engineering and Operations to operate and maintain its fleet of aircraft.     A 1984 graduate of the US Coast Guard Academy, Pete’s first tour of duty was as the Operations Officer on the USCGC Red Oak, based in Gloucester City, NJ working aids to navigation on the Delaware River. He holds a Bachelor of Science Degree in Mathematics from the U.S. Coast Guard Academy and a Master of Information Systems Degree from George Mason University in Fairfax, WA. 

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Consumer-driven Sustainability: Thought Leader Interview with Jerry Porter, Procter & Gamble https://www.iriweb.org/resources/consumer-driven-sustainability-thought-leader-interview-with-jerry-porter-procter-gamble/?utm_source=rss&utm_medium=rss&utm_campaign=consumer-driven-sustainability-thought-leader-interview-with-jerry-porter-procter-gamble Tue, 16 May 2023 16:05:43 +0000 https://www.iriweb.org/?post_type=resources&p=19855 Learn about Procter & Gamble’s focus on ensuring there is no trade off between value, quality, and sustainability. Jerry Porter, Senior Vice President, R&D Global Fabric Care, Flavors & Fragrance Discipline Capability and Fabric & Home Care Sector, at Procter & Gamble shares how innovation can rise to meet this challenge, working across the organization and with a broad range of partners.

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May 2023

Learn about Procter & Gamble’s focus on ensuring there is no trade off between value, quality, and sustainability. Jerry Porter, Senior Vice President, R&D Global Fabric Care, Flavors & Fragrance Discipline Capability and Fabric & Home Care Sector, at Procter & Gamble shares how innovation can rise to meet this challenge, working across the organization and with a broad range of partners.

Jerry Porter is the Senior Vice President of R&D of P&G Global Fabric Care business since January 2020, the Company’s single largest category that includes many of P&G’s most iconic brands: Tide, Ariel, Downy, and Gain. He also takes on the Executive Leadership position responsible for the innovation strategy for the entire Fabric and Home Care Sector, a $23 billion business – 33% of P&G net Sales. Additionally, Jerry is the Executive R&D Leader for the Flavors & Fragrance Discipline Capability. He is a Strategic Innovation Leader deeply rooted in the business who sees the opportunity in every difficulty. In his role Jerry leads the innovation program for the total Fabric Care business unit, uniquely leveraging technical depth and innovation strategically to serve consumers and business with a portfolio of superior product propositions. During his 30+ year career in P&G, Jerry achieved a track record of transformational results, accelerating Company growth and creating sustainable innovation in Europe, USA and Asia across multiple consumer goods categories from Assembled Paper products, Laundry, Household Cleaning and Prestige Beauty brands. This resulted in years of competitive advantage for P&G. Just before his appointment to the Fabric Care business Unit, Jerry led for four years the P&G Home Care R&D organization as Vice President where, under his leadership, his organization delivered significant innovations that are improving consumer lives every day. Committed to empowering the organization, in addition to his business unit responsibilities, Jerry also leads recruiting for R&D and the R&D Executive for the P&G African American Leadership Network. Jerry is on the Board of Directors of the Household & Commercial Products Association (HCPA) and is the Chairman and Board Member of the Live Well Collaborative and Household & Commercial Products Association Board of Directors. Also, Jerry is a Board member on the National Executive Leadership Council and the NACME Board. Jerry graduated from the Vanderbilt University (Tennessee, U.S.A.) with a B.E. in Chemical Engineering. Jerry resides with his family in Cincinnati, Ohio.

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2023 Q1 IRI Quarterly Trends Analyzer https://www.iriweb.org/resources/2023-q1-iri-quarterly-trends-analyzer/?utm_source=rss&utm_medium=rss&utm_campaign=2023-q1-iri-quarterly-trends-analyzer Tue, 09 May 2023 17:30:05 +0000 https://www.iriweb.org/?post_type=blue_sky&p=19759 The IRI Quarterly Trends Analyzer examines the strategic environment in which innovation and R&D take place and flags up potential trends that you should factor into your current strategic planning. At the end of each quarter, potential trends are examined by the IRI Foresights Advisory Board (FAB) through the lens of 'What should Chief Technology Officers be thinking about over the next year?'. The FAB selects the potential trends that it feels will have the greatest impact and then pinpoints the questions that you should ask yourself to ensure you are adequately preparing for these trends. In this report, you will find a description of those key potential trends, links to learn more about them, and the list of questions that the FAB thinks will be most helpful to you. In addition, we include some interesting possibilities (‘weak signals’) at the end of the report that we will keep an eye on to see if they will rise to the level of an impactful trend.

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The IRI Quarterly Trends Analyzer examines the strategic environment in which innovation and R&D take place and flags up potential trends that you should factor into your current strategic planning. At the end of each quarter, potential trends are examined by the IRI Foresights Advisory Board (FAB) through the lens of ‘What should Chief Technology Officers be thinking about over the next year?’. The FAB selects the potential trends that it feels will have the greatest impact and then pinpoints the questions that you should ask yourself to ensure you are adequately preparing for these trends. In this report, you will find a description of those key potential trends, links to learn more about them, and the list of questions that the FAB thinks will be most helpful to you. In addition, we include some interesting possibilities (‘weak signals’) at the end of the report that we will keep an eye on to see if they will rise to the level of an impactful trend.

2023 First Quarter Trends

  • Governments and industry at (even more) loggerheads over sustainability
  • AI reworking the way we work
  • Diversity, equity, and inclusion (DE&I) accountability spike
  • Innovation ecosystems remapped

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Community Forum – How has innovation changed at your organization? https://www.iriweb.org/resources/community-forum-how-has-innovation-changed-at-your-organization/?utm_source=rss&utm_medium=rss&utm_campaign=community-forum-how-has-innovation-changed-at-your-organization Fri, 05 May 2023 14:00:08 +0000 https://www.iriweb.org/?post_type=resources&p=19736 A: How has innovation changed at your organization? In 2011, IRI launched the IRI2038 Futures Study to focus on one specific question: How might future trends, developments, and events impact the art and science of research and technology management over the next 25 years? This project examined hundreds of trends, weak signals, and implications to […]

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A: How has innovation changed at your organization?

In 2011, IRI launched the IRI2038 Futures Study to focus on one specific question: How might future trends, developments, and events impact the art and science of research and technology management over the next 25 years? This project examined hundreds of trends, weak signals, and implications to develop four future scenarios and a ‘Top Ten’ of potential future trends and themes. What scenarios are still on track? What did the project get wrong? And what does this mean for the future of innovation?

Check out the scenario infographics below and read the original IRI 2038 Future Study Report.

The results from this week’s survey are below.

Community Responses

*Other:

  • Competitors
  • Service laboratories

5. What is the biggest barrier to R&D creating innovation and value for the organization right now?

  • Ability to scale innovations
  • Reduced budget for personnel resources in 2023
  • Resources and workforce limitations
  • Focus on expanding core vs new technologies
  • Budget
  • finding larger innovation areas in our mature industry, for which customers are willing to pay for
  • High pressure favoring short-term & defensive activities over more valuable innovations
  • Stability of workforce
  • R&D Resource allocation to projects that maintain/defend the existing portfolio vs. new/new-Ansoff developments
  • finding talent that has the specific skill sets needed for our technology spaces

Have a response to add?  Email us!

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A Top Down and Bottom Up Approach to Sustainability: Thought Leader Interview with Jami Haaning and Wojtek Osowiecki, Lam Research https://www.iriweb.org/resources/a-top-down-and-bottom-up-approach-to-sustainability-thought-leader-interview-with-jami-haaning-and-wojtek-osowiecki-lam-research/?utm_source=rss&utm_medium=rss&utm_campaign=a-top-down-and-bottom-up-approach-to-sustainability-thought-leader-interview-with-jami-haaning-and-wojtek-osowiecki-lam-research Fri, 28 Apr 2023 18:10:06 +0000 https://www.iriweb.org/?post_type=resources&p=19706 Learn how Lam Research has harnessed their staff’s enthusiasm for sustainability and enabled great strides toward their environment, social, and governance (ESG) goals through the creation of a Sustainability Employee Resource Group (ERG). Jami Haaning, Director of ESG, and Wojtek Osowiecki, Product Marketing Engineer and founder and chair of Lam Employee Sustainability Community (LESC), will discuss Lam’s unique top down and bottom up approach to sustainability and share lessons learned that can be applied to all organizations looking to meet and exceed their sustainability goals.

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April 2023

Learn how Lam Research has harnessed their staff’s enthusiasm for sustainability and enabled great strides toward their environment, social, and governance (ESG) goals through the creation of a Sustainability Employee Resource Group (ERG). Jami Haaning, Director of ESG, and Wojtek Osowiecki, Product Marketing Engineer and founder and chair of Lam Employee Sustainability Community (LESC), will discuss Lam’s unique top down and bottom up approach to sustainability and share lessons learned that can be applied to all organizations looking to meet and exceed their sustainability goals.

Wojtek (pronounced “Voytek”) Osowiecki joined Lam Research in 2019 as a process engineer. He is the founder and chair of Lam Employee Sustainability Community (LESC), an employee resource group devoted to environmental sustainability with over 500 members. Wojtek works in product marketing for the Etch Product Group, where he is responsible for the ESG and Equipment Intelligence® product roadmaps. He previously served as vice president of the Berkeley Energy and Resources Collaborative. He is a 2018 Siebel Scholar in energy science and won the “Cleantech to Market” program at UC Berkeley’s HAAS Business School. Wojtek holds a Ph.D. in physical chemistry from UC Berkeley and a joint B.S. and M.S. degree in chemistry from Yale University.

Jami Haaning is the director of environment, social and governance (ESG) at Lam Research, responsible for managing ESG strategy and reporting, and leading the company’s net zero roadmap. She has worked in the sustainability field for more than 15 years, specializing in ESG reporting and environmental sustainability. She believes corporations have a unique opportunity to create a positive impact through ESG initiatives and investments and is grateful she can contribute. Jami holds a B.S. degree in environmental science from Indiana University Bloomington and an M.S. in sustainability leadership from Portland State University.

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DuPont’s Spark Digital Academy  https://www.iriweb.org/resources/duponts-spark-digital-academy/?utm_source=rss&utm_medium=rss&utm_campaign=duponts-spark-digital-academy Tue, 25 Apr 2023 18:47:27 +0000 https://www.iriweb.org/?post_type=resources&p=19694 This whitepaper summarizes DuPont’s efforts to launch and scale its Spark Digital Academy, the challenges it faced, and the lessons the company learned. The text relies on several interviews with DuPont’s leaders responsible for the conception, launching, and management of the Digital Academy. It presents insights for other organizations to
use in their digital transformation efforts.

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Click here to access whitepaper

This whitepaper summarizes DuPont’s efforts to launch and scale its Spark Digital Academy, the challenges it faced, and the lessons the company learned. The text relies on several interviews with DuPont’s leaders responsible for the conception, launching, and management of the Digital Academy. It presents insights for other organizations to use in their digital transformation efforts.

Key take-aways: 

  • Build from and scale to the entire organization using existing learning and development programs.
  • Work to meet the needs of the individuals and the organization.
  • Connect digital training programs to the realities of the job market.
  • Promote the roles of executives as sponsors, students, and advocates.
  • Decide on a balance of experiential, peer, and formal instruction that works for the audience and the type of learning they seek.
  • Encourage group work in experiential projects.
  • Consider the additional workload reskilling programs bring to employees and design curriculum and program elements for flexibility.
  • Create a scalable digital infrastructure.
  • Launch a digital academy not as an isolated effort but as part of a broader digital transformation action plan.
 
 
 

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Innovation ROI Best Practices: IRI Project Update https://www.iriweb.org/resources/innovation-roi-best-practices-iri-project-update-4/?utm_source=rss&utm_medium=rss&utm_campaign=innovation-roi-best-practices-iri-project-update-4 Thu, 04 May 2023 19:14:32 +0000 https://www.iriweb.org/?post_type=blue_sky&p=19735 Return on innovation investment (R2I or ROI2) measures how effectively a company can achieve profitability from R&D expenditures. Innovation is key to business growth and success, but new ideas also come with risks costs, which must be evaluated against potential gains.

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Digitalization from Manufacturing to Customer Experience: Thought Leader Interview with Sam Immordino and Lou Stocco, USG https://www.iriweb.org/resources/digitalization-from-manufacturing-to-customer-experience-thought-leader-interview-with-sam-immordino-and-lou-stocco-usg/?utm_source=rss&utm_medium=rss&utm_campaign=digitalization-from-manufacturing-to-customer-experience-thought-leader-interview-with-sam-immordino-and-lou-stocco-usg Mon, 24 Apr 2023 13:38:27 +0000 https://www.iriweb.org/?post_type=resources&p=19667 Gain insights into two key aspects of the digital transformation journey: manufacturing and the customer experience. Lou Stocco, Director, Manufacturing Advanced Analytics at USG, will share how they are leveraging roadmaps and data and connecting their workforce as they work toward automated action. Sam Immordino, Director, Construction Software and Services, will discuss their digital center of excellence, how they are creating virtual spaces and experiences for their customers, and the ways they are developing institutional knowledge.

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April 2023

Gain insights into two key aspects of the digital transformation journey: manufacturing and the customer experience. Lou Stocco, Director, Manufacturing Advanced Analytics at USG, will share how they are leveraging roadmaps and data and connecting their workforce as they work toward automated action. Sam Immordino, Director, Construction Software and Services, will discuss their digital center of excellence, how they are creating virtual spaces and experiences for their customers, and the ways they are developing institutional knowledge.

Sam Immordino has over three decades of experience in product development, R&D management, and digital innovation pertaining to construction. His educational background includes a B.S. degree in Chemistry from Northern Illinois University, a M.S. degree in Engineering Management from Marquette University, and a Ph.D. in Industrial Engineering and Operations Research from the University of Illinois at Chicago, wherein his research focused on the use of machine learning and natural language processing to compare patent inventive concepts. He has 38 U.S. patents related to both product and process innovations and is a past recipient of a Chicago Innovation Award. Presently, he heads the North American Digital Center of Excellence for USG & Knauf. The primary mission of the COE is to create construction software and services that increase customer satisfaction in selecting and using the company’s products, with a particular focus in Building Information Modeling.

Lou Stocco has been with USG for over 29 years. USG is a continuous process building products manufacturer founded in 1902. USG is a market leader in wallboard and gypsum products in North America inventing SHEETROCK panels in 1916; in addition, inventing latex paint, mineral fiber ceiling tile, shaft wall elevator systems and Durock® cement panels. Headquartered in Chicago, USG serves construction markets around the world with wall, ceiling, flooring, sheathing and roofing products that enable their customers to build the outstanding spaces where people live, work and play. USG network of plants includes 49 manufacturing locations and 6,900 employees across North America.  Lou has a wide breadth of experience in Manufacturing Engineering, Maintenance, Operations, and Management; as well as, new product development, new technology development, technology licensing, technology transfer; Corporate Engineering Management including Technology, Design, Process Controls, and Process Technology, Manufacturing Advanced Analytics, Machine vision, and natural gas pipeline operations and compliance oversight.  Lou is currently leading the Smart Factory and Automation Evolution Strategy and Roadmap. 

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Community Forum – Have you Centralized R&D? https://www.iriweb.org/resources/community-forum-have-you-centralized-rd/?utm_source=rss&utm_medium=rss&utm_campaign=community-forum-have-you-centralized-rd Fri, 14 Apr 2023 16:42:30 +0000 https://www.iriweb.org/?post_type=resources&p=19502 A: Have you Centralized R&D? Our organization is weighing the pros and cons of centralizing our research teams. Currently, our staff are co-located within our manufacturing sites which are spread throughout the Americas. While this system has its benefits, management is exploring whether to centralize the team in one location. The results from this week’s […]

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A: Have you Centralized R&D?

Our organization is weighing the pros and cons of centralizing our research teams. Currently, our staff are co-located within our manufacturing sites which are spread throughout the Americas. While this system has its benefits, management is exploring whether to centralize the team in one location.

The results from this week’s survey are below.

Community Responses

*Other:

  • all points of the above
  • All of the above
  • All of the above
  • All could be true benefits or issues
  • speed
  • I feel that all of the above options are benefits for having an R&D center closely connected to a manufacturing plant.
  • All of the above.

*Other

  • all points of the above
  • All of the above
  • All of the above plus the reality that R&D quickly becomes process engineering as well
  • Both getting pulled into every quality or plant issue as well as restricting collaboration across teams
  • All of the above.

*Other

  • connecting dots across combinatorial project efforts
  • collective knowledge, careers
  • Good for longer term development which requires continuous focus and build-up of capabilities in one place
  • The R&D teams can focus more time on future developments. They are more focused on the future vs the present.
  • Both 1 and 2 apply, in my view. 2 > 1
  • Collaboration on common new and emerging trends with minimal duplication

4. If you centralized your operations, how did you entice current employees to stay with the company, and move to the new lab?

  • We had a hybrid system where some employees were located at plants while the majority were centralized. Those that were didn’t have to relocate. Eventually, as turnover naturally occurred, resources became more centralized with critical plants maintaining focused development and optimization activities as opposed to fundamental research.
  • Offered relocation and remote options for individuals where possible, with relocation of all equipment and labs
  • job change offer when possible
  • An innovation center – where creative minds gathered, where all the equipment is available including laboratories and pilot scale equipment
  • always have been centralized
  • Always been centralized.
  • pay upgrade to meet new COL for area, and housing/moving incentives.
  • I would take one strong location and build by expansion, attracting internal/external talent by exciting new technology development.
  • Our organization has been centralized for many years. When we recruit new employees, a benefit of being centralized is that we can talk about what makes the R&D organization unique and how it provides value to the greater organization and the businesses that are supported. A centralized R&D center has its own identity that can be promoted to members both within the company and outside of the company.
  • Growth opportunities as career advancement at R&D satellites is limited.
  • Hard and unlikely to be successful (based upon previous experience … tried and failed twice.
  • Nationally competitive level salaries despite being based in lower cost area, investment in the community to ensure broader array of services locally and broader array of development opportunities due to the full spectrum of jobs being available without moving again.
  • we are centralized globally, but still have R&D in regions. When centralizing, many associates were already in that location, others had to move to stay with company or find a role in the region. as far as enticement was concerned, if you wanted to stay with company you needed to relocate.
  • we have always had central R&D operations … we have 3 business units each through M&A and each has its own central R&D location distributed across the US and EU

Have a response to add?  Email us!

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