By A. Ganguly
Aiming to illustrate how technology and know-how will be controlled with a view to meet well-defined enterprise directives, the writer argues that it may be a basic enterprise premise that the first position of analysis and improvement is to fulfil strategic pursuits, inside of a framework of time and price goals. He examines the normal disconnection among study and improvement and the industry position, and offers the capacity to derive aggressive virtue via overcoming it.
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Additional info for Business Driven Research and Development: Managing Knowledge to Create Wealth (Macmillan Business)
One such precondition is the existence of a good educational infrastructure in a market and a second, which to an extent follows, is the availability of skilled manpower required to manage new knowledge networks. However, as a result of the rapid globalisation of business and commerce, MNCs, with a few exceptions, are now ﬁnding it more difficult to sustain meaningful knowledge bases in dispersed geographical territories. There are probably two reasons for such a state of affairs. First, many MNCs are engaged in changing to new ways of managing knowledge in their own headquarters and thus do not have enough resources to create and sustain networks in the emerging markets.
Buckley’s third fallacy is contained in the statement that ‘marketers and technologists seldom mix well’. Nothing of course can be further from reality in any modern and successful business. It is well known that most companies aim to impart the latest technology into their products and services, based entirely on superior market knowledge and marketing leadership. This would not be possible if scientists and marketers did not work in cohesive harmony. Buckley’s exhortation to CEOs and senior managers to beware of R&D personnel is likely to make the latter more defensive and unproductive, as has been the experience of most companies who have sought to ‘control’ R&D and its costs.
The management of R&D, as practised in academia as well as in industry, thus remained more or less outside the focus of virtually all business schools. Industry, with a few exceptions, was more or less unaware of these developments in new knowledge management in the early post war years. Ironically, the real upheaval in inter- and trans-disciplinary reordering of science was initiated by industry itself which saw a whole plethora of exciting business opportunities emerge following the unravelling of the structure of DNA by Watson and Crick and the explosion of the chip-driven growth fuelled by Silicon Valley.