Firstly, all R&D related operations need to be categorized and sorted. Then, detailed decisions must be made as to whether, for each operation, consistent methods need to be employed companywide, whether each area can employ its own autonomous methods, or whether the operation should be centralized in a specific area.
R&D can basically be divided into 11 different operations. Operations such as strategic planning of technology and core R&D activities, R&D project management, strategic planning of investment allocations, usage of technological resources, the respective management of personnel, clients and intellectual property, and technical support for each operation center require different optimization methods.
In strategic planning of technology for example, most companies employ consistent company-wide methods, which are then divided among the operation centers around the world. This is because the companies do not wish to have any ambiguity in the process of accumulating knowledge, considering strategy, and making decisions, as this is the foundation of their operations. Executives from each center involved in the process of decision making provide an opportunity to raise their awareness of companywide activities. However, it is essential to make sure that sharing information does not become a burden.
When it comes to R&D Project Management, autonomy in each area is often expected to a certain degree. The flow of research, development and commercialization needs to be standardized across the company. However, if project definitions and required tasks are standardized to an excessive degree, each R&D center will lose autonomy. When evaluating different projects, it is important for companies to standardize methods of evaluation and provide advice while leaving the evaluation itself up to each respective center.
Furthermore, when coordinating between different projects, someone in a centralized position is required to push the project. In certain cases, there may be conflicts of interest, which can provoke confusion if each center is given excessive autonomy. R&D is about turning intangible knowledge into tangible projects and businesses. Managing such activities on a global scale is not easy. However, building global R&D structures is a forerunner to a company's true global growth. Companies must address these issues as an important step in building their company's future.