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8 Conditions That Impact R&D Spending Results - Webinar

  • ID: 4699665
  • Webinar
  • November 2018
  • Region: Global
  • 60 Minutes
  • Goldense Group Inc
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The program will cover eight conditions ranging from spending decisions in boom and bust periods, to overspending and underspending, to the impacts of variable spending and other spending irregularities on corporate time-to-market, programs, output, productivity, investor performance, patents, and overall corporate performance. Each of these 8 Conditions impacts ROI and Rates of Return in some way. And, we will cover findings of what to do to make the best of the several situations.

What's notable about these 8 Conditions is that managers and companies cannot prevent or preempt them. One can only react and deal with them. In some cases, one can see them coming. Most are largely blind. These conditions affect decisions on R&D Spending that have tangible impacts on corporate business and financial results in the intermediate and longer term.

The Program

1. We'll start the program by looking at the spending patterns of the largest spending countries in the world, quickly move that discussion from a country-level to an industry-level, and look at the collective impacts over the past twenty years of many of the 8 Conditions on R&D Spending and Results.

2. We’ll then discuss each of the 8 Conditions by sharing the most relevant and thoughtful case studies, academic research, and market examples from our research, These are all very real things. Only recently are we beginning to understand what they mean, and their Impacts, when they happen.

3. We'll conclude with two lessons of innovation history, and a finding published by BusinessWeek in 2004 that gives us an idea of the challenge that lies ahead to tie decisions affecting spending to resultant corporate and program productivity.

4. There will be two polls. How does your company decide when these 8 Conditions arise?

We'll conclude the program with two lessons of history, and a finding in 2004 in BusinessWeek that should not be forgotten - until the time arrives that we know a great deal more about R&D Spending and its tie to Results than remains the case today.

The goal of this program is to better enable participants to lessen the effects when stuff happens, mitigate the effects of stuff when you can see it coming, or you are directed to make stuff happen associated with one of these conditions. These are emerging islands of knowledge in the management science of R&D spending. Our findings will be useful in the quest to optimize ROI and RoR from investments in R&D and innovation.

Bibliographic references are provided for the numerous cases and examples we cite to enable all participants to further their investigation on the subjects of specific interest.

Webinar Take-Aways

  • R&D spending patterns of the world's largest spending countries.
  • A snapshot of the world's major industries and which countries lead them.
  • 8 economic and business conditions that undermine R&D spending performance.
  • Quantified financial impacts of challenging economic times and events on R&D.

Date of Webinar: November 8, 2018, 2:00 PM Eastern

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Global R&D Spending & Leaders
Patterns of R&D Spending Behaviors

1 - Procyclicality - is when you spend with the trend.
2 - Intensity - is when you under, over, or hopefully right-spend.
3 - Variability - is when things fluctuate, short and intermediate term.
4 - Emergency - is when there is an geopolitical or financial market event.
5 -  Discontinuity - is when you change the budgeted amount, or gaps in funding.
6 - Anticipatory - is when you spot mega-patterns and plan for them.
7 - Divvy - is when the industry pattern lulls you into complacency.
8 - Sociology - is when laws and demographics affect competition.

Lessons from Industry Studies

Author Biography

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8 Conditions That Impact R&D Spending Results is the first program in a series of three that focuses on factors that will negatively impact spending and spending performance. Some of them are controllable, some are not. We discuss eight conditions ranging from spending decisions in boom and bust periods, to overspending and underspending, to the impacts of variable spending and negative events on output and productivity, that lessen output and outcomes.

Notable about these 8 Conditions, is that managers and companies cannot prevent or preempt them in most cases. They can only react and deal with them. In some cases, they can see them coming. Most are largely blind, or unintended.

There is a "y" theme in the Table of Contents. We’re guilty of a bit of word-smithing, but thinking of "conditions ending in y" may be useful as there are more than a handful when you're in a conversation. Take “Procyclicality" for example. It is not a word that many use in business. It means that R&D spending follows economic trends. The old adage of investing more in R&D in a downturn to come out strong when the economy picks up turns out to be a nothing-burger. We'll show the data. You can expect the same for the remaining seven Conditions.

The business and program decisions that are made resultantly change spending amounts, sequencing, duration, and/or focus on product development and innovation organizations. Since something can't come of nothing, there is an inextricable relationship between spending and results. It is just so hard to figure out. The results come years after the spending occurs, a great number of people are now elsewhere, and there is not enough time in the day. One has to look forward. But, the data remains and industry, researchers, and academia are starting to examine it.

Big Questions

How do boom and bust periods, overspending, underspending, variable or irregular spending, changed spending, lowering levels or creating gaps, or reallocating funds affect corporate or program time-to-market, output, productivity, investor performance, patents, and overall corporate performance? Each time a manager engages with one of these 8 Conditions, and makes their decision to (of course) optimize results, spending is affected. The spending amount that results from the decision, in turn, begins its own course. Ideally, the course would be what the manager intended it to be. As it turns out, that is not necessarily the case.

We'll begin the program by contrasting the R&D spending patterns of R&D spending countries in the world, quickly move that discussion to an industry level, and then look at the impacts over the past twenty years of both spending strategy and economic fluctuations. The 8 Conditions That Impact R&D Spending Results are all very real. The webinar's goal is to put participants in a better position to lessen the effects when stuff happens, or you are directed to make stuff happen.

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Methodology

Each one-hour program is produced to standards consistent with top business and technical presentations at thought-leading industry conferences, and recorded live. The editing process removes any small errata that occur, pauses and the like, and adds music to professionalize the lead-in and trailer. There is no promotion, advertising, marketing, or sales elements to the programs, zero. Each program is 100% educational content that is underpinned by fact-based research, both primary (custom) research and secondary research.

Proper bibliographic references are provided for all cited content, directly on the page it occurs, enabling participants to see the source as the subject is presented; and then to be able to directly find the original source after the program completes. Each slide deck has a registered ISBN number and copyright.

 

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  • Brad Goldense Mr Brad Goldense,
    CEO ,
    GGI


    Brad Goldense has been focusing on the strategies, tactics, and operations of product management, development, and manufacturing since the 1980s.

    He has authored over 300 publications and consulted to over 200 companies across the world. Some 500 companies have participated in his seminars and masterclasses. Mr. Goldense has a BSCE from Brown University and an MBA in Finance from Cornell University and four decades of experience in engineering and management. 

    Brad has spoken in hundreds of settings and was a faculty member in the graduate engineering executive program at Tufts University for two decades. Certified New Product Development Professional, Certified Manufacturing Engineer, Certified Production and Inventory Management, and Certified Computer Professional credentials underpin the presentation of the one-hour programs.

     

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