This article introduces a three‐part approach to improving the results of discovery programs.
The authors studied successful R&D programs to determine the right elements of a process for discovery‐based innovation that improved the commercial focus of invention without disturbing the subtle creative dynamics of a successful research organization.
The search led the authors to the following three‐part approach: run discovery as a separate business, not as part of a business; focus on the economics of the process, not of the project; focus on decision‐making effectiveness, not functional efficiency.
The financial impact of authors’ approach needs to be studied and validated.
The authors’ approach provides managers with clear guidelines for structuring their research discovery programs.
The authors’ approach contradicts much conventional thinking.
