Elevation Insights ™ | R&D Directions

© Elevation Insights™ 2012-2014. All Rights Reserved.A Chirala Holdings™ Subsidiary & partner of Crescendus™ 1© Elevation Insights™ 2012-2014. All Rights Reserved.A Chirala Holdings™ Subsidiary & partner of Crescendus™

Elevation Insights™

R&D DirectionsIDEA GENERATION | Global R&D Capability

© Elevation Insights™ 2012-2014. All Rights Reserved.A Chirala Holdings™ Subsidiary & partner of Crescendus™ 2

R&D DirectionsStaying at the leading edge of ideas and global capabilities

Mandate initiated by:This Mandate is generally requested by any of the following senior management personnel within a company:Chief Technology Officer (CTO)VP R&DVP EngineeringChief Scientific Officer (CSO)VP Innovation

Executive Level Mandate

Internal Company Mandate Description:

• We need to develop a cutting-edge R&D organization that stays at the forefront of global innovation, ideas andindustry trends.

• To achieve the above objective, we also need to build a healthy mix of internal and external capabilities, includingaccess to global key opinion leaders.

Develop a dynamic plan that adequately captures idea generation in a wide range of research topics, along with alist of global R&D leaders and institutions (academic, national labs & industry) that can be tapped at various stagesof our R&D roadmap. Summarize the plan within 10-15 slides and prepare presentations that are ready for ourcurrent and on-going monthly/quarterly executive level meetings


Internal Team Meeting (scheduled by Executives within your company)

• Manager, R&D• Manager, Engineering• Product Manager• Marketing Manager• Business Development Manager• Financial Controller• Staff Scientists• Staff Engineers• Legal Counsel (IP)• VP Manufacturing• Supply Chain Manager• Business Unit Manager• Strategic Sales Manager• Innovation Manager• Portfolio Manager

• CTO• CSO• VP R&D

• VP Engineering• VP Marketing• VP Product Development• R&D Director• Engineering Director• Research Fellows• Engineering Fellows• Business Unit Leaders

The task requested by the Executive Team is highly strategic and will impact a wide range of business units & internalprocesses. As a result, collaboration & joint buy-in from senior management leaders will be key from the early stage ofproject deliberations.

Note- The composition of teams and titles varies by company, depending upon it’s size, offerings, markets & specificcompetitive situation. As the scope of the project expands, additional team members may be required.

Internal Team Involved(Core)

Supporting Team Members(as needed)

Team Leaders


Tasks discussed within Internal Team Meetings (by Core Attendees)

DEFINING PROJECTSCOPE

1. Selection criteria for research directions, and shortlist of 5-10 R&D focus areas(actual numbers can vary greatly by company size, financial resources andcompetitive intensity)

2. Identifying global R&D leaders and their research and equipment/laboratorycapabilities

3. Investigating reverse engineering opportunities for most popular commercialproducts and also those that involve minimal budget resources

4. Identifying licensing opportunities for technologies that complement the R&Dfocus areas

5. Monitoring competitor’s R&D activities and collaborations

1. Collecting global R&D intelligence data, along with a list of top researchers, theircapabilities, collaboration partners and funding motivations

2. Review of data accuracy and frequency3. Site visits and use of external methods to gather/validate additional intelligence

INFORMATION COLLECTION& DUE DILIGENCE

METRICS FOR ANALYSIS &RECOMMENDATIONS

1. Creating a single, unified R&D idea, partner and capability evaluation templatedocument that also provides information pertaining to alternatives in the event ofR&D disruptions within a given market

2. Populating the template document with global information by confidence levels(including weighted attributes)

3. Identifying key developments and offering recommendations for action

EXECUTION ISSUES& NEXT STEPS

1. Constant template document updates (e.g. new information from variousglobal sources) to keep the template document current

2. Preparing presentation slides for executive meetings and operations planningsessions

3. On-going revisions to template document and presentation slides, based onfeedback from the various executive meetings

Key Tasks


Information Needs required to complete your “Next Steps”

Information Requirements• Build user requirements for a unified R&D idea generation and capability template document (in excel

format), that will be used by various stakeholders across the company• Populate the template document with complex information from various global information sources• Complex R&D and capabilities information collection and analysis requirements include:

• Selection criteria for identifying research topics- This is usually identified by the company(customer), and usually involves a mix of market potential, customer unmet needs, IPadvantages, head start time over competitors, production/manufacturing advantage etc. If thecustomer is not sure, we can also assist them with the research selection criteria

• Global R&D, Engineering and Technology Intelligence:• Conferences• Publications (peer reviewed, trade etc.)• Global Intellectual Property filings• Licensing deals• Competitor information: Strategic focus, R&D investments, partnerships, collaborations

with key institutions, publications, industry events, executive presentations, M&A etc.• Focused monitoring of key academic, national labs and companies engaged within the

selected fields of research• Emerging markets monitoring for cost effective technologies and innovative alternatives• Market indicators- Macro, Industry, Regulations• Developing database of key R&D leaders, contact information and detailed R&D profiles

and capabilities• Outsourcing R&D capability opportunities by market or region (optional)

• Site Visits (if requested by customer):• Visiting R&D leaders and service providers globally to validate information

• Detailed analysis of diverse sets of information weighted by confidence levels and appropriateweighted attributes

• Collection, analysis, updates and reporting of above information within excel format• Preparing presentation slides for executive meetings

COMPLEXGLOBAL R&D, TECHNOLOGY,Engineering, IP,COMPETITOR, MARKET ,ACADEMIA, INDUSTRY &PRODUCT DEVELOPMENTSOURCES WITH FREQUENTUPDATING NEEDS


R&D Directions ExampleSensor Development

Sensor development

Develop a sensor surface thatgenerates good S/N ratio, withminimal non-specific adsorption

Application Area: Specify (e.g.molecular diagnostics)

1 INTERNAL GOAL

R&D goal can bebroad or clearlydefined ( within a

narrow space )

A comprehensive list of our software and hardware R&D,engineering and technology expertise can be found on ourwebsite.

In short, this includes:Healthcare | Energy & Utilities | Basic Materials | IndustrialsTechnology & Media | Mining & Metals | Consumer Goods | Environment

2 SURFACE OPTIONS

MetalSiliconNanocrystalsPlastics/PolymersCeramicsEtc.

3 SURFACE CHEMISTRY

SilaneStreptavidin-BiotinSol GelSilane-EpoxyEtc,

4 SURFACE PATTERNING

Microcontact PrintingLithographySelf AssemblySurface ReactionsEtc.

5 CHARACTERIZATION

OpticsElectrochemicalThermalMassChromatographyEtc.

Point of CareMEMS/NEMSHybrid systemsEtc.

6 DEVICE APPLICATIONS

Top Researchers, ContactsCollaboratorsFundingResults, Patents, LicensesEquipment/Capability

7 GLOBAL CAPABILITY

PatentsPublicationsConferencesStrategic PartnershipsLicensingEtc.

8 COMPETITORS

TEAM: All the above complexinformation analyzed, updatedand delivered in Excel format.

EXECUTIVES: 10-15 executivelevel slides containing ourrecommendations for ideas &partnerships

WHAT YOU GET


Execution Options: Internal “do-it-alone” Approach vs. External Help

Internal Approach

>20 >100PrimaryInformation Types

PotentialInformationSub-Types & Updates

Note- Actual data figures can vary greatly, depending upon industry space.

X

Strain on Resources• 10 plus senior management & their teammembers will need to spend extensiveamounts of time, in addition to their regularduties.• Real costs incurred.• Information gathering, analysis & reportingchallenges add additional pressures, loweringproductivity.Frequent Information Updates

Required

External Help: Elevation Insights™Elevation Insights™ can assist you with the following efforts:• Help define the scope of the R&D idea generation and global capabilities project• Develop the R&D idea assessment, generation and global capabilities template document• Perform the comprehensive task of collecting and analyzing global information requirements• Prepare executive level presentation slides based on the latest global R&D, technology, engineering, IP, competitor,

academia, national lab, industry and product development intelligence data• Maintain the on-going information intelligence and insights requirements of the template document

We also encourage you to check our related business and technology services from Crescendus™.

Access to global technology & commercial intelligence


Decision Time: Let your internal ROI guide you!

Time

•Internal Meetings•Initial R&D strategy discussions•Setting up of internal program office &work streams•Follow-up strategy discussions•Information gathering•Information review & analysis•Conference calls•Data analysis & reporting•Series of follow-up discussions to reviewR&D developments, capability data, andanalysis• Decision meetings to go overrecommendations• Call to Action set of meetings &preparation materials• Updating above materials with newinformation & re-do above decisionmaking process

• Internal Email Chains/Calls• Regular Duties Impact

• Overtime to focus on regular duties• Productivity & potential revenue impacton existing responsibilities• Stress on your current team•Potential attrition of top performers

•On-Going Maintenance• To keep information intelligence current& update data analysis & reporting

Cost

•Key Parameters

• Total number of meetings• Total time spent on attendingmeetings and completing meetingtasks (incl. email time, conferencecalls, presentation reports, targetdocuments, information costs)• Total number ofattendees/meeting along withcomposition (e.g. VP, Director,Managers)• Calculate total cost based on totaltime and fully loaded cost figuresby various attendees, for all thetasks involved in completing theproject.

Use Fully Loaded Cost Figures:Manager level: $100-125/hourDirector level: $150-200/hourVP level: $250-350/hour

Note:Placing a cost figure on all your internalactivities will highlight the true cost ofcompleting a task. This is often ignoredwithin internal company settings whiledealing with salaried employees.

Decision

Situation 1If your true internal totalcosts, senior managementavailability bandwidth, andtimelines are acceptable toyour company, then it isprudent to complete theproject internally withoutany external help. A keyassumption here is that yourcompany has all the rightskill-sets to complete theproject.

Situation 2If the right skill-sets areunavailable within yourcompany or the timelinesand total internal costs arenot acceptable, thenwe recommend seekingexternal help.


If your company is currently facing some of the challenges mentioned in thispresentation, we encourage you to contact us.Telephone:1-(865)-332-0942Email:[email protected]:www.elevationinsights.com

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Elevation Insights ™ | R&D Directions

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