Abstract

The purpose and positioning of the establishment of R & D organizations should be clear and clear, and the understanding of all enterprises should be unified.

The R & D organization, especially the R & D organization that locates the development of cutting-edge technology, is a highly sophisticated machine that requires a perfect "growth" process.

The quality of the three seeds is crucial to the rooting and germination of the R & D organization until its successful establishment. Among them, the quality of No. 2 seed (scientific research management expert) plays a decisive role.

The growth of R & D organizations is divided into preparation period, start-up period, stable development period and breakthrough period. The start-up period is the most dangerous and thrilling.

◆ Within the R & D organization, a reasonable and smooth R & D management system is essential.

External to the R & D organization (at the enterprise level), the management of expectations in other departments and the coordination mechanism with the upstream and downstream of R & D is crucial.

Organizational development should be gradual, with short and fast projects as the main start.

◆Resolutely uphold the purpose of R & D serving the economic benefits of enterprises, and take quantifiable economic benefits as the primary criterion for judging R & D projects and R & D tasks.

Today, when the whole people are shouting for innovation and their understanding is surprisingly consistent, I feel sorry for this hot era if I do not set up a research and development department.

However, when we are enthusiastic and ready to work hard for the country's science and technology, are our companies ready to welcome a R & D organization?

The R & D department is very different from other production and operation departments in the enterprise. The vast majority of departments in an enterprise are based on a relatively certain and known thing. Even if there is temporary uncertainty in the process, the type and form of these uncertainties are also known. It is nothing more than to manage the collection and use of information related to these things. Because the direction is clear, information can always be collected. As long as there is enough information, there are always decision-making skills and routines to implement.

But R & D innovation is to come up with something that was not originally available, and its results and processes have natural uncertainty. Dealing with these uncertainties requires a new organizational operating model and talent structure compared to production operations. How to make such an organization grow up from scratch and play the role of hope is a historic topic.

The more complex the innovation mission given to the R & D organization (e. g., original hard core technology, complex systems, breakthrough technology, etc.), the more complex the uncertainties that need to be resolved, and the more a well-functioning, highly sophisticated, and efficient R & D organization is needed to undertake. Building such a highly sophisticated "machine" is not an easy task. It's easy to train a carpenter to make tables and chairs, but it's hard to train a master to design and build a guide.

This is true for the cultivation of individuals, and even more so for the cultivation of R & D organizations. We can't put the most dexterous hands, the brightest eyes and the clever brain together to spell a Luban. Similarly, it is impossible for us to pile together a bunch of technology bulls into a working R & D organization. A properly functioning R & D organization needs to "grow" in order to become a fighting organization.

So, how to "grow" a qualified R & D organization?

We analyze the development process of an R & D organization from two aspects: time dimension and space dimension.

From the time dimension: R & D organizations will inevitably go through several stages from scratch, from being to being, from being to being large, from being large to being stable, and from being stable to being strong.

From the perspective of space dimension: R & D is only a function of an enterprise and cannot exist alone. Therefore, the establishment and development of an R & D organization will inevitably be affected by the "environment" of the enterprise where it is located. Therefore, R & D organization growth is divided into internal and external (in the enterprise) two aspects: internal is the implementation level, external is the evaluation level. The normal development of internal R & D activities requires the support of three angles: people, money (resources) and work. The external judgment is divided into three angles: what to do, how to do it and how the result is. Since the R & D unit is in a subordinate position in the enterprise, it may be more comprehensive to understand the superior-subordinate relationship from the perspective of a bystander.

We show the time dimension and spatial dimension information of the growth process of the R & D organization in Figure 1. Therefore, we analyze the growth of an R & D organization, from inside and outside these six dimensions can basically cover the whole picture. From the perspective of establishing an R & D organization, it also focuses on these six dimensions.

Other functional support departments, such as finance, personnel, safety and health, procurement, etc., have no essential difference in their work content from other production and operation units. They only need to make formal adjustments and adaptations according to the characteristics of R & D activities. The process is relatively direct, and the docking and cooperation with R & D activities and working methods belong to the category of innovation culture, which is not specifically discussed here.

The successful establishment of an R & D organization requires three essential seeds:

These three seeds play a role in turn, one is indispensable, and the order cannot be reversed.

Qualified leadership at the enterprise level (seed 1) needs to set the right position (what to do) for the R & D organization to be established according to the development stage of the enterprise. We have repeatedly emphasized that R & D organizations are an integral part of the enterprise and must serve the development of the enterprise. Therefore, what role the R & D organization to be established should play for the development of the enterprise must be analyzed and determined by the leading and driven enterprise leaders according to the development trend of the enterprise. From this, we can infer that: first, seed 1 must have a deep understanding of the development strategy and direction of the enterprise; second, seed 1 has a very clear plan for what the R & D organization can do, how it will play a role in the enterprise, and what role it will play. (as shown below)

If there is a lack of qualified No. 1 seeds, the R & D organization to be built will be doomed to be a tragedy, without exception! Such tragedies abound in a city of science, and they are horrible to see.

After the No. 1 seed determines the positioning of the R & D organization, the first task is to find the right No. 2 seed-qualified R & D management experts. The ability and knowledge of the high-quality No. 2 seed will be extended to a scientific and reasonable scientific research management system in the R & D organization.

After the 2nd seed is in place, while building the R & D management system, define and find the 3rd seed (technical experts in line with the R & D direction) according to the enterprise's strategy and the positioning of the R & D organization. The 3rd seed may be one or more as needed.

After all three seeds were in place, the research and development organization officially began to germinate and grow.

It is easy to make two mistakes at this stage:

Error one., lack of understanding of the importance of seed 2, or worse, do not know the existence of the demand for seed 2, the technical experts (seed 3) as technical management experts (seed 2) to use, that technical experts automatically is technical management experts, so that technical experts lead the construction of research and development system. This is doomed to the chaos of the R & D management system after the start. Every day in the organization, everyone is trying to "mess up" things. Everyone is always in a hurry, but they are always too busy to get to the point. They feel that they are wasting time and resources, and all kinds of contradictions can not be solved for a long time.

The worse scenario is that the "technical experts" who are restricted in the framework of their original scientific research system are suddenly given a lot of powers and responsibilities that they have never had and are not familiar with. In the absence of mature framework constraints, the human weaknesses of a few people with bad intentions (without affecting technical ability) are brought into full play, and the scientific research organization is manipulated into a malodorous place.

Mistake Two, use the wrong criteria to select technical experts, and use the criteria of academia (university) to find technical leaders for enterprises. As we have mentioned many times in previous articles, solving the technological needs of enterprise development is fundamentally different from the research characterized by discovery in academia, and requires a completely different ability structure and way of thinking. If the unqualified No. 2 seed leads the selection of technical experts, it is very likely that a group of technical experts who are completely incompetent for the R & D work of the enterprise will be found, and the "achievements" will be produced in a basket, but it is far from the original intention of setting up the R & D organization. It is many years later that the problem is found, causing irreparable losses.

The first group of technical experts, as the No. 3 seed in the organization, will set an example and set a standard for the later team. In addition to technical ability, character and style will also have a great impact on the future development of the organization. In a team, if the first expert is upright, public-minded, and willing to help others, the team that follows him will often grow into an admirable academic leader, constantly copying a cohesive and combative scientific research team. If the first expert is narrow-minded, selfish, and detrimental to the public, the team he brings out will be self-righteous and fight on their own. The pattern is difficult to improve and becomes a loose sand. In the early days of the establishment of R & D organizations, special attention should be paid to the identification and elimination of such "toxic" experts. If they are accidentally introduced, they should be resolutely eliminated at all costs.

In the preparation period, in addition to finding suitable No. 3 seeds, No. 1 seeds and No. 2 seeds also need to plan and raise necessary software and hardware resources, such as but not limited to: venues, experimental platforms, start-up funds, talent policies, auxiliary functions, etc.

When the first batch of technical experts are in place, the R & D organization has officially entered the start-up period from scratch.

The first stage of the start-up period: hand training.

There must be projects and work to do. The definition of the initial work may not be of high quality (ROI perspective), but it is necessary to enable the team to quickly enter the working state, and at the same time use the first batch of projects to sort out all the management processes and basic scientific research conditions smoothly. This stage is mostly about a year. At this stage, no matter what great results the scientific research team reports, do not have too high expectations, because all kinds of scientific research auxiliary facilities, processes and cooperation mechanisms are not in place, even if there are very good technical results in a certain link, it is difficult to form a joint force to produce practical results in a short period of time.

The second stage of the start-up period: work.

In the first stage, on the basis of various daily processes, a scientific and reasonable project establishment mechanism and project management mechanism are established. Set up the first batch of high-quality projects to ensure that the team plays its due role and works on the right research and development tasks.

We have discussed the principles and standards of the project and the mechanism of the project in detail in the previous article. The most important task of the second phase of the start-up period is to establish this set of standards and processes well, so that the team can be rule-based, evidence-based, scientific and reasonable to define the project, implement the project, and manage the project.

We have not specifically discussed the management model of the project execution process, but there are many training courses and certifications on project management on the market, so we will not repeat them. It needs to be emphasized here that regular project review and communication meetings are crucial to the systematic management of the organization. From the perspective of the organization, it is necessary to listen to the project report at least once every quarter, summarize and sort out the problems encountered in the implementation process, and make personalized or system-level responses.

The key word for the start-up period is "build". At the organizational level, establish a scientific research management system and a preliminary innovation culture, at the team level, establish working relationships and project execution capabilities (see the discussion of scientific research tools and methods), and at the individual level establish the ability to solve specific technical problems (6 Sigma tool expertise) and their own soft capacity growth planning. At the end of the start-up period, a comprehensive organizational "consensus" should be established, from strategic positioning to short-term goals, system operation, code of conduct, daily work methods, etc. In short, the "how to do" question needs to be answered and a consensus formed inside and outside the organization. Qualified No. 2 seed needs to form a scientific and complete organization construction plan and task list at the beginning of the start-up period according to the internal laws of scientific research organization operation:

This process of establishment is also a process of running-in and collision. Internally, people from all over the world need to constantly revise and adjust their working methods around a common goal, and finally become part of a cohesive R & D organization, which is for "running in". Externally, business leaders, headquarters departments and other production and operation units must start from everyone's own experience and position, and are full of various "expectations" for this new organization ". Limited to their respective perspectives, the vast majority of these expectations are far from the actual situation, or even outrageous. With the establishment and operation of the R & D organization, everyone has a process of close observation, observation, interaction and re-understanding, and finally formed a stable and reasonable mutual cognition, laying the foundation for future stable development and mutual cooperation. The process of mutual correction of cognition is "collision".

In the process of internal running-in, the management experts of R & D organizations (No.2 seed) need to have a deep understanding of the connotation, laws and skills of this unified understanding. If the No. 2 seed is absent or unqualified, or the experience and knowledge of these three dimensions are insufficient, the process may be delayed for many years, and the effect will be greatly reduced, resulting in a flaw in organizational development.

In the process of external collision, it is necessary for the colleagues of No.1 seed and other departments of the enterprise to have a prediction and plan for the law of mutual cognition and adaptation and cooperation process, and take planned measures to form a tacit understanding as soon as possible in the two dimensions of cognition and cooperation. Otherwise, it will inevitably lead to the problem of two skins between the R & D organization and other departments of the enterprise, with a lot of misunderstandings, mutual contempt and even dismantling, unable to cooperate efficiently, and ultimately unable to form an effective support for the development of the enterprise. waste valuable R & D resources and development opportunities. In extreme cases, there was a big joke: the head of the group's headquarters department questioned the research and development organization in public: "it is also innovation. why can Huawei make profits while your XXX research institute cannot?" in various daily management processes, due to the understanding of the inherent characteristics of R & D activities, it is often the case that the procurement process of R & D materials and services is assessed according to the same standards as the production units when the headquarters formulates organizational assessment indicators such as procurement. All these are in the start-up period, failing to face up to the cognitive integration needs of the new R & D organization and other departments of the enterprise, allowing misunderstanding to develop freely until disaster.

On the basis of the unity of internal and external cognition, it is necessary to establish a mechanism of mutual cooperation, form a clear division of labor and cooperation expectations and measurement standards, and promote the formation of relevant mechanisms from the overall level of the enterprise. As for the specific cooperation mechanism and operation mode, many comprehensive enterprises or multinational companies that are good at innovation have mature models for reference (see the author's previous introduction article). As the No. 1 seed and No. 2 seed, we need to have a deep enough understanding of the importance of this dimension of work, and take special actions to achieve the desired results. If the cooperation mechanism between the research and development organization and other production and business units cannot be successfully established (from the early stage of project initiation, resource allocation to the late stage of handover, etc.), the late stage will inevitably occur: the project initiation is based on assumptions, the index is set at the advanced stage, the research and development stops at the appraisal, and the results stay at the mouth.

Signs of the end of the qualified start-up period: internal and external cognition is consistent, upstream and downstream cooperation is smooth, the project operation is efficient, and the organization and operation are stable. Under ideal conditions, this process is as short as 1 to 2 years, and as long as 3 to 5 years. If there is a lack of capacity or poor planning, it is not impossible to delay for 10 years if it is positioned as cutting-edge technology research and development.

Special attention should be paid to the selection of projects during the start-up period: short and fast projects should be the main start. It is absolutely impossible to launch medium-and long-term R & D projects on a large scale in this very unstable period, adding additional uncertainty to increase the risk of organizational growth.

In 2007, when I was still working in GE's China R & D center, although GE invested a lot of R & D strength in China, the development of the company's business in the Chinese market was far lower than everyone expected, and the R & D team did not form a direct support for the development of local business. After investigating and summarizing the development bottlenecks of GE and other multinational companies in the Chinese market, Dr. Chen Xiangli, president of GE China R & D Center, put forward the R & D strategy of "In China For China" (ICFC), requiring the group company to give the Chinese team special R & D funds that can make independent decisions to develop technologies suitable for the needs of Chinese customers. Although there was great resistance, after difficult communication and efforts, we got the opportunity to directly report to GE Chairman Jeff Immelt to discuss ICFC strategy, and finally agreed to set up a special research and development fund in China for China(ICFC) Fund at the end of 2007.

At the beginning of the establishment of the fund, GE's CTO Mark Little (Mark Little) set two rules for the projects supported by the fund: 1. It must be a short, flat and fast project (low hanging fruit);2. The project must have an expected sales plan specific to the time and customer groups.

At that time, as the department manager of GE Academia Sinica, I didn't understand these two requirements very much. How could we, such an innovative multinational company, put forward such vulgar requirements? However, many years later, I looked back at the development process of the ICFC fund and was extremely impressed by the great wisdom of the leaders.

As a newly established organization, the leaders supported inside and outside the organization must have a good expectation. At the same time, as a new thing, it is bound to be accompanied by various voices of doubt. Since the decision to launch a new thing has been made, the power of support must be greater than the voice of doubt.

However, from the moment of its establishment, the forces of the three parties (R & D organizations, supporters, and questioning parties) began a race against time. This rule applies to all new things.

Under normal circumstances, the strength and confidence of support will inevitably enter a waste channel. With the continuous consumption of resources, the voice of doubt will inevitably rise with time. In this process, the only variable is the R & D organization itself, which must continue to make achievements, enhance the confidence of supporters, and dispel the doubts of doubters.

Therefore, in the start-up period of the establishment of the organization, we must resolutely abandon the idealism that is ambitious, and first use short and fast projects to prove our value as soon as possible, so as to lay a good public opinion environment for the later stable development period. Otherwise, if the new organization has not been able to prove its value before the window of the two forces, positive and negative, and finally transposition, it will be extremely difficult to turn over in the future, and you will have no choice but to have a skill and lofty ambition!

Another hidden advantage of short and fast projects is fast feedback. If there is a cognitive deviation, it can quickly iterate and correct the deviation, which is very conducive to training the team, testing the process and forming a stable working mechanism.

Mark's second requirement directly hits the other two pain points in the start-up period: 1. Form a unified understanding internally, remind everyone what the ultimate goal of research and development is, and form a correct cultural orientation. 2. In order to form sales, it is necessary to require R & D and production and operation departments to cooperate closely, forcing the formation of the whole system (R & D, production, business) mechanism.

The newly established R & D organization must be a "mob" culturally. The great gods have innate various background styles and thoughts. At the same time, everyone is a screw of the original system. Suddenly, in an open space lacking a consensus framework, everyone will subconsciously promote the environment in a direction conducive to their own personal development: those who want to make articles to earn academic capital, those who want to mix patents to prepare for future job hunting, those who make shows to compete for the limelight and grab jobs, and those who set up private circles through private cooperation with foreign countries, all of which, without a clear direction and standard, can put on a reasonable coat and wantonly consume organizational resources and trust. After making it clear that sales performance is the only measure, all specific practices can be measured with this ruler, favorable to stay, unfavorable or useless to stop. After a brief period of chaos, the organization quickly formed a unified strategy, rallied combat power, focused on the main goal, and broke through the "disaster moment" in the above figure ".

After clarifying the standards and short-term goals, it is a painful break-in period.

Before the establishment of the new R & D organization, the various production and operation units have formed a stable working relationship and ecology. At the beginning of the establishment of the R & D organization, each production and operation unit must subconsciously regard the new R & D organization as a heterogeneous, new, and troublemaker, especially the handful that had a good life under the original system. The essence of research and development is to serve production and operation. Naturally, it needs the support of production and operation units. It needs them to define the demand at the front end and land the results at the back end. In the initial stage, the natural idea of the production and operation department is "why should I take the blame for what you have done!?". Believe me, this is human nature. It has nothing to do with right or wrong. The world is as black as crows. There are no exceptions at home and abroad. Therefore, the management should not have illusions on this issue, thinking that the problem will disappear naturally if no measures are taken. At the beginning of the ICFC fund project, there was fierce resistance from various business teams. At the same time, the technical team also had a serious lack of confidence. Some even said, "If you put me on the ICFC project, I will resign tomorrow". For any readers who have experienced the establishment of a new organization, is it full of familiar taste?

The ICFC Fund was ultimately a huge success, becoming the classic global business case for Harvard Business School, and countless colleagues and leaders who followed ICFC's strategy achieved career jumps. In this process, Mark played the role of a perfect No. 1 seed.

First of all, Mark was entrusted by the chairman of the company to personally participate in all project reviews as CTO of the entire group company, ensuring that the ICFC strategy is the strategic will of the entire company to everyone. To prevent colleagues in each sub-branch from thinking that this is a matter created by the research and development organization itself, resulting in an outsider mentality.

Secondly, I personally took the position to ensure that the two requirements he put forward were thoroughly implemented, and also gave our local practical team a chance to observe and learn, laying an experience foundation for the local leaders to completely lead the management in the later period. In order to implement the principle of "starting with the end and being market-oriented", all project review and quarterly review are required to be reported by the business team on the progress of the project, fully reflecting the idea that all R & D projects serve production and operation, and at the same time ensuring the ownership of production and operation units in R & D projects through mechanisms.

Third, personally repair the paste of the sub-branch leaders. Once, because of a specific research and development task arrangement problem of an ICFC project (it was not a big deal to us at that time), the leaders of the sub-branch (VP at the group level) were scolded (really swearing), and firmly defended the principle on the whole ICFC strategy and direction, and did not let things go.

Once the coordination mechanism is straightened out and the thinking is unified, the project implementation will become clear and smooth. Two years later, when the first batch of results landed, with brilliant sales performance, all the voices of doubt disappeared. Everyone is asking: how can we replicate this success. Within GE, the ICFC strategy is promoted in emerging markets around the world, and externally, various multinational companies have set up similar funds or strategies.

However, GE's China ICFC fund management team has begun to quietly move towards the next goal: how to develop a world-class technology team through strategic cutting-edge technology development, layout of the global market? Many years later, China's water treatment technology team has become a global leader. The first thing that comes to mind for teams in other parts of the world (including the United States) is to let the Shanghai team judge them. GE Beijing's CT technology team has become a global technological highland, so that the headquarters began to worry that if the Beijing team makes any mistakes, the blow to the entire company's CT business will be devastating; the chain of similar stories is long.

The sign of the end of the start-up period is the establishment of a stable R & D management system.

Before we begin the discussion of the next stage of development, a brief summary of the focus of the start-up period:

The quality of the three seeds is crucial. In reality, the possibility of one person acting as three seeds is extremely small. For leaders who are determined to promote this matter (No. 1 seed), they do not necessarily have all the abilities of the three seeds, but they must not be unaware of the existence of these needs and problems. Otherwise, reality will make a bloody reminder. Specific to each seed, it is often difficult to be perfectly reflected in a specific leader. This kind of great god-level person who integrates the necessary abilities and cognition can't be found (even if they do, why do people care about you? This little shit). In reality, it is more likely that there is a small group of people who compensate each other for the functions in the three categories, ensuring that all aspects of the problem are properly addressed and resolved.

2. The core tasks of the start-up period: A. Establish a system mechanism; B. establish a consistent internal and external consensus.

3. The focus of the research and development work during the start-up period: the project is short and fast, with the end as the beginning and the benefit as the king.

4. The difficulty in the start-up period is the break-in of internal and external cooperation mechanisms.

5. The dead game is not in place: weak support cannot be done (the strength of support is slightly greater than the strength of doubt), and this kind of enterprise or opportunity should be avoided by everyone.

Once the R & D organization gets through the difficult start-up period, the survival problem is solved. The mechanism runs smoothly, the team is stable and capable, and the internal and external cognition is consistent. All the crisis can finally be put behind, began to plan the stars sea.

The stable development period does not seem to have many waves on the surface, but whether the R & D organization can enter the outbreak of the later period depends on the gathering force of the stable development period. For organizations that lack ambition, they may simply continue to work in a stable development period and continuously complete the cycle of project delivery, which is the long-term state of the vast majority of surviving R & D organizations.

For the leaders of ambitious and sentimental R & D organizations (ambition may also be required from the requirements of No. 1 seed), in addition to the daily project establishment, management, delivery and other stable business, there are two core focuses: 1. Technical layout; 2. Talent training. We should make full use of this stable period and consolidate the foundation of development from the two dimensions of technology and talents.

All development is nothing more than three dimensions, people, things and resources. Among them, "people and things" are a process of mutual promotion and coordinated development. Only with the right people can there be a grasp of the layout of breakthrough technology; conversely, with the opportunity of breakthrough technology, there is a platform for training the talent team. As people and technology advance and mature, then work together to organize and coordinate the relevant resources of the entire company (capital, consensus, trust, business, market).

The training process of talents and the required abilities and qualities are discussed in detail in the previous article ("What kind of people are needed for enterprise research and development"), which will not be repeated here.

It needs to be emphasized that the core of talent training is "training". It is necessary to continuously and step by step put good seedlings on the first-level expansion platform for exercise. The harder and more complex the task, the better the exercise. The leaders of R & D organizations should be good at identifying the stages of talent growth and the appropriate positions required for each stage of training, and consciously match them. At the same time, they should communicate in advance, guide in the event and summarize after the event, so as to speed up the growth of talents. To achieve both the completion of the task, but also the purpose of training the team. However, vulgar organization and leadership will only arrange work simply and mechanically in order to complete the task.

On the other hand, it is necessary to guide the trained talent team to develop the habit of cultivating younger teams, and gradually form a complete talent echelon in many fields. From the organizational level, the formation of a set of talent discovery, development and promotion strategy. When the initial introduction of a group of technical experts gradually submerged in the organization's own training of technical leaders, the talent training system is initially established.

For breakthrough technology layout, it is necessary to rely on the development trend of the industry, under the leadership of technical experts with industry insight, analyze and tap potential major technical needs, then widely distribute points, shallow investment, and constantly screen and adjust according to confirmatory research, so that the technical breakthrough points (technical feasibility, industry influence) with real opportunities are gradually revealed. At this stage, we must not have a gambling mentality, without going through a step-by-step scientific demonstration, always want to take shortcuts, push a big project in one step, and put a big satellite. The entire organization must be deeply aware and proficientTechnology Maturity (TRL)Grading standards and guidelines to guide the technology screening process.

The formation and growth process of this R & D talent echelon and R & D management talent echelon is naturally accompanied by the deep mastery of various scientific research laws and technological maturity laws of the R & D organization as a whole: that is, the process of continuous practice, the formation of experience and judgment, rather than just staying at the knowledge level. There are mainly the following four aspects of profound experience:

1. A deep understanding of the maturity of technology and the arrangement of research and development tasks guided by this.

2. Comprehensively deepen the popularization of technical problem identification and resolution methodology (6 Sigma project process and 6 Sigma tools)

3. Improved new technology and market opportunity screening criteria and processes, similar to the New Technology Introduction (NTI) process for multinational companies).

4. The path from technology to market is opened up and a complete escort management system is established, similar to the New Product Introduction (NPI) Process of multinational companies.

Among them, for 1 and 2, you can see the relevant introduction articles previously published by the author. For 3 and 4, limited to copyright, it will not be introduced in detail. Its essence is a institutionalized multi-party coordination and communication and decision-making process of enterprises, which maximizes the uncertainty in the process of technology landing (according to the universal law), forms the consensus of the whole organization, and jointly completes the industrialization of technology and generates benefit support for the company.

In the period of stable development, the entire organization must have an attitude of accumulating and accumulating. It cannot be willing to be mediocre, nor can it promote growth. A brief summary of the stable development period:

1. The core feature is the stable operation of the organization, the continuous upgrading of the nature of the technology applied to the production and operation units, continue to produce economic benefits.

2. Leaders should have "tenacity": they should be lofty, not anxious or dry, practice their internal skills hard and make steady progress.

3. The focus of the work is on technical layout and personnel training.

Technology depends on "screening" and talent depends on "training".

5. It is necessary to have a deep understanding of the grading of technological maturity. And with technology maturity as the core guiding ideology, establish a sound project screening mechanism, research and development task execution logic and technology landing mechanism.

When the R & D organization has accumulated enough internal energy during the stable development period, it will choose the opportunity to enter the breakthrough period.

The landmark event of this period is the industrialization of a number of major scientific research achievements, resulting in major economic and social benefits.

Around the industrialization of major achievements, three stages are formed before, during and after the event.

Prior:At this time, the R & D organization, Ma Zhuang, has accumulated a number of major technologies that have been verified step by step, waiting for landing. Everything is ready, only the east wind-the emergence of investment opportunities in important industries. So as to make the major technology of the previous layout useful.

The leaders and teams of R & D organizations should take the initiative to attack, actively communicate, and try every means to seize possible investment opportunities for technology landing.

On the other hand, it is necessary to ensure that the major technology launched for the first time has been verified by the technology maturity standard, and the landing is bound to be successful! At this stage, you can no longer justify yourself on the grounds of technical uncertainty. Technical problems must be caused by dereliction of duty. Because it is a major technology investment, the consequences of failure must also be very serious, leading to the total collapse of the reputation accumulated over the years.

From the action, humbly accept all suggestions and challenges, carefully demonstrate, never have the mentality of self-care, and regard the challenge of technology as a challenge to the team. On the premise of no conflict of interest, invite experts from all aspects to demonstrate and deliberate as much as possible, and formulate detailed response plans and options.

In the matter:Once the project is landed and the construction is started, it is necessary to fully put down the body, put down the demons, unite all the forces that can be united, take the successful landing of technology as the criterion, prepare for compromise, and sacrifice the necessary organizational interests when necessary (in the case of the first major project). The technical team should put an end to the me-centered mentality, fully respect the opinions of production and operation experts, and provide 200 technical support to the project construction and operation parties to form a joint force.

After the fact:It is important to review the entire technology landing process and summarize the gains and losses and lessons learned.

Summarize the laws of the entire industrialization process and prepare for the next major achievement.

◆ Reward all the personnel who have been involved in the past.

◆ Do a good job of communication and publicity, establish a glorious image of R & D organization, and create a good development environment.

After the successful landing of a number of major technologies, a world-class R & D organization has been firmly established! I believe that everyone involved will have the feeling of seeing the small mountains and giving up their own. These technologies are constantly updated, and the academic and industrial achievements that can be achieved depend more on the industry and the external environment. From the perspective of the founders and managers of R & D organizations, they can play a small role.

From the establishment to this stage of development, depending on the industry, if everything goes well (the possibility is small), it is often more than 10 years. If there are bumps or detours in the middle, decades are also possible.

 

 

 

Postscript: a hundred years of foundation

For an already successful R & D organization, the long-term development challenge is how to form a good organizational culture to prevent complacency. To avoid the first generation of successful people to form a learning valve and learning bully, hinder the growth of young people, so that the organization gradually towards rigidity. In terms of work arrangements, it is necessary to constantly open up new areas, always maintain the atmosphere of developers, create more development opportunities, and prevent the formation of a stampede effect in the talent echelon. At the practical level, these are likely to be the tasks of the second or third generation of leaders.

Finally, there are several different scenarios from the perspective of the environment in which R & D organizations grow.

1. It turns out that there is a mature and perfect research and development organization in the enterprise, which needs to be copied again.

(1) Features: No.1, No.2 and No.3 seeds are complete and complete. Only internal mobilization is required, and the defined goals can be pushed forward step by step. The chances of success are extremely high.

(2) The layout of R & D institutions of various multinational companies in China mostly belongs to this situation, and there are also cases of improper operation errors, but the proportion is not large, and it can quickly repair itself.

2. The original enterprise has a mature and perfect research and development organization, but not satisfied, hope to re-establish a.

(1) There are often No.1 seeds to promote, but due to the interference of the existing system, it is difficult to find a suitable No.2 seed.

(2) The original research and development organization is naturally the power of doubt, and the No.1 seed is often not determined (after all, it is still useful).

(3) Eventually reduced to the "dead game" mentioned above, can not be.

3. Originally, there was no research and development organization. I hope to set up a research and development organization from scratch.

(1) Need to have high-quality No. 1 seed to start.

(2) Finding a qualified No.2 seed is the key to success.

(3) The lack of reference for organizational target positioning is prone to offset and requires a high degree of vigilance.

4. Start-up technology enterprises, from the beginning with the genes of research and development, but the development of enterprises into a scale, the need to establish a sound professional research and development organization.

(1) It is necessary to keep up with the current needs of the enterprise, and everything is subject to short-and medium-term benefits, and a small amount of technical layout can be tried.

(2) If the pace is too big, it is easy to pull eggs, leading to the collapse of the enterprise as a whole.

Finding a qualified No. 2 seed is the key to survival.