As illustrated in Figure 1, at the operational layer, we are in a position to devise a set of clear strategies in reference to our Mission, Objectives and Purposes. Strategies are in effect the tools and processes we shall use to meet our objectives and mitigate the risks. For each strategy, we shall discuss two important aspects. These are:
The gatekeeping committee represents the main interface bridge between Phanous Research and Innovation Centre and the holding. The committee consists of:
The committee’s chief scope of responsibilities include:
Main research management decisions will be taken jointly with the product side.
Research activities are organized around labs instead of projects. The units are refereed to as Innovation Labs and formed on the basis of approved ideas or concepts. Innovations labs are teams of researchers who form around a lead researcher and work on a specific problem. They disband once the labs matures through its gates (and form new labs if they want to). Therefore there are not any permanent labs at Phanous Research and Innovation Centre.
We consider labs as entities which come to life based upon an idea and mature towards an outcome with business impact. In the process, labs will progress through several gates. The gates are:
Gate progression is event-driven, but time bounded. This means labs can cross a gate at any time, upon satisfaction of the gate criteria, but will be terminated if gate crossing does not occur within a maximally permitted time frame.
Labs are pipelined into a value creation cycle.
There is more than one Principal Investigator together they form The Third committee. The Third represents the cheif decision making unit within Phanous Research and Innovation Centre. The committee's main responsibilities include:
Important decisions, especially at the early formation stages of the centre are taken in unison of an experienced team.
The Gatekeeper is a virtual role. This means the respirability is assumed by a different person at each gate. The function of the Gatekeeper is:
The gatekeeper will control conflict of interests and expedite gate progression. It is also a good checkpoint for cross-lab performance calibration.
The final stage of an innovation lab’s life is referred to as digestion. Digestion refers to the stage in which the research outcomes are utilized at the business side to make business impact. The importance of this closed-cycle system has lead to consideration of this stage as a separate phase with special significance.
Business impact is not assumed to be a de-facto byproduct of research. It is considered something that needs to be planned for.
We want to work with very distinguished lead researchers. We form interactive management relationships with our leads and implement a collaborative decision making processes. Our lead researcher have the opportunity to have direct impact on almost all aspects of corresponding labs.
As per description.
Staff pay figures are controlled to be comparable to (but just below) equivalent experience levels in the company, but very favourably higher than similar roles in other academic institutions.
Controls movement of senior people from the business side to Phanous Research and Innovation Centre.
Phanous is a competitive and highly talented research and development centre. Performance evaluation at Phanous is not considered as a temporary event, but a rather a continuous cyclical process of assessment, evaluation, and action planning. Since Phanous labs are compact in size, the labs will not be able to make their potential impact unless all members perform at their best. For this reason, we take great care to ensure that our assessments are accurate, our evaluations are fair, and our action plans target learning and development of our researchers. Where necessary they will also have sufficient prohibitory capacity.
Since strategies are engineered to meet objectives, they are therefore also compatible with the scope categories defined in Scopes. As shown in Table 1, strategies are designed so that each focus area is adequately considered for.
| Strategy | People | Architecture | Process | Portfolio |
|---|---|---|---|---|
| Gatekeeping Committee | ✔ |
✔ |
||
| Compact sized innovation labs | ✔ |
✔ |
||
| Multi gate and time bounded Labs | ✔ |
|||
| Third Committee | ✔ |
✔ |
||
| The gatekeeper | ✔ |
|||
| Late stage digestion management | ✔ |
✔ |
||
| Distinguished lead researchers | ✔ |
✔ |
||
| Competitive pay package | ✔ |
✔ |
||
| Performance Evaluation | ✔ |
✔ |
Table1 : Illustrating how each action strategy is related to the scopes of the Phanous Research and Innovation Centre R&D strategy plan