Design a Faster, Clearer, More Effective R&D Operating Model at Scale
Table of Contents
Chapter 1. Framing the R&D Operating Model
1.1 What an R&D Operating Model Includes—and What It Does Not
1.2 Common Triggers for Operating Model Redesign
1.3 Translating Business and Innovation Priorities into Operating Model Requirements
1.4 Design Principles for Speed, Accountability, Quality, and Adaptability
1.5 Defining Project Scope, Objectives, and Success Measures
Chapter 2. Diagnosing the Current R&D Operating Model
2.1 Current-State Diagnostic Framework and Data Requirements
2.2 Mapping Organization Structure, Roles, and Accountability
2.3 Assessing Governance, Decision Bottlenecks, and Meeting Load
2.4 Diagnosing Portfolio Workload, Capacity Constraints, and Duplicated Effort
2.5 Identifying Cross-Functional Handoff Failures and Root Causes
Chapter 3. Designing the R&D Organization
3.1 Choosing the Overall R&D Organization Model
3.2 Defining the Roles of Central R&D, Business Units, Platforms, Regions, and Sites
3.3 Determining Which Capabilities to Centralize, Embed, or Outsource
3.4 Designing Global Lab, Engineering Center, and Technical Network Roles
3.5 Organization Design Templates, Role Charters, and Accountability Maps
Chapter 4. Establishing Decision Rights and Governance
4.1 Mapping Critical R&D Decisions and Decision Owners
4.2 Designing Portfolio, Technical, Development, and Executive Governance Forums
4.3 Setting Approval Thresholds, Delegated Authority, and Escalation Paths
4.4 Building Effective Governance Charters, Agendas, and Decision Packs
4.5 Reducing Governance Burden While Preserving Appropriate Controls
Chapter 5. Managing the R&D Portfolio, Funding, and Capacity
5.1 Establishing Portfolio Segmentation and Prioritization Criteria
5.2 Designing Funding Rules Across Core, Adjacent, and Longer-Term Programs
5.3 Matching Program Demand to People, Skills, Labs, and Technical Capacity
5.4 Making Portfolio Trade-offs Under Resource Constraints
5.5 Portfolio and Capacity Review Templates and Decision Tools
Chapter 6. Designing the Development Model and Cross-Functional Interfaces
6.1 Mapping the End-to-End Flow from Research Through Development and Launch or Transfer
6.2 Designing Fit-for-Purpose Stage-Gates by Risk, Complexity, and Program Type
6.3 Clarifying Handoffs with Quality, Regulatory, Manufacturing, and Supply Chain
6.4 Clarifying Interfaces with Product Management, Marketing, and Commercial Teams
6.5 Defining Milestone Ownership, Entry/Exit Criteria, and Handoff Checklists
Chapter 7. Building the R&D Management System
7.1 Selecting KPIs for Speed, Productivity, Technical Risk, and Portfolio Health
7.2 Designing Leadership Dashboards and Program Review Scorecards
7.3 Establishing Annual Planning, Portfolio Reviews, and Operating Cadences
7.4 Linking Metrics to Decisions, Interventions, and Accountability
7.5 Sample R&D Dashboard, Review Calendar, and Management Pack
Chapter 8. Implementing and Sustaining the New Operating Model
8.1 Converting the Target Model into an Implementation Roadmap
8.2 Sequencing Organization, Governance, Process, and System Changes
8.3 Integrating Acquired R&D Teams, Labs, and Development Programs
8.4 Piloting, Refining, and Scaling the New Ways of Working
8.5 Tracking Adoption, Resolving Implementation Issues, and Sustaining the Model
Chapter 9. Working with External Advisors and Consultants
9.1 When External Support Adds Value in R&D Operating Model Design
9.2 Choosing Between Specialist Firms, Large Consultancies, and Independent Experts
9.3 Structuring Rapid Diagnostics, Design Projects, Implementation Support, and Interim Leadership
9.4 Selecting Advisors and Setting Up an Effective Client–Consultant Team
9.5 Engaging Independent Management Consultants Through Umbrex
Appendices
A.1 Glossary of R&D Operating Model Terms
A.2 Common Acronyms and Abbreviations
