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The management of R&D has long represented a challenge for much of the corporate world. Many enterprises spend more on R&D than they distribute to shareholders. Yet how much is enough? What is the optimum amount? How can those in corporate management, who may be technologically challenged, get a sense of comfort that what they are spending is being well managed?
For those laboring in the R&D trenches, the view is of course, very different. Programs start and stop in ways that bear little relationship to the perceived realities of those in R&D. Months of inactivity can be followed by frenetic urgency to deliver product. In this talk, we will look at the challenges facing R&D managers and review some of the recent approaches to working this perennial problem. Paul Turner is the Executive Director of Price Waterhouse's Technology Centre in Menlo Park, California. Paul's responsibilities are managing the Technology Strategy Services and Technology Information Services of the Centre. Paul is responsible for developing the Research and Development Effectiveness Review consulting practice which benchmarks the R&D and intellectual property management of client companies. Prior to joining Price Waterhouse in 1986, Paul held a variety of positions at Xerox and Bell Telephone Labs, specializing in research & development, technology analysis and computer technologies. Paul attended Imperial College London University, where he has earned a Ph.D, and BSc.
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