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Even after receiving a project,
there are still many factors
that can make-it-or-breakit:
management, intellectual
property issues, budget control,
European bureaucracy, departure
or dismissal of partners and
failure to achieve key milestones.
It is also important to cultivate
the ability to overcome cultural
differences among group
members.
In recent years, there has
been a significant increase
in the number of specialized
In recent years, there has been a significant increase in the number of
specialized consulting and management firms involved in all phases of
managing international R&D projects
consulting and management firms involved in all phases of
managing international R&D projects. Beyond their diverse skills
in areas from proposal writing strategies to in-depth networking,
they take responsibility for thoughtful and professional management
of all phases of the project, providing all partners (including the
coordinator) with the peace of mind needed to focus their energies
on core R&D activities.
A comparative study proves that projects conducted by the
Sixth Programme (done with the help of management firms)
achieved better results and higher levels of effectiveness than
those conducted in the Fifth Programme (without the help of
Innovation: the best response to long-term challenge
In The Ambidextrous Organization, Dr. Tushman of Harvard University notes that due to the dynamic nature
of today's market and the rapid pace of change, executives must plan for the short, medium and long ranges.
Beyond the day-to-day administration of the organization, they must anticipate trends and assess future
opportunities. How can this be achieved while coping with competing priorities and limited resources?
In a survey of executives conducted by IBM (“Expanding the Innovation Horizon Global CEO Study
2006”), 765 managers from firms throughout the world were interviewed on the topic of innovation. Of the
respondents, 66% estimated that their business environments would undergo radical changes in the next
two years, and that innovation would be essential to survival.
Among the leading insights expressed by the executives:
n The responsibility for innovation must be led at the level of the chief executive; Innovation is best created
through cooperation with other companies (business partners, clients and others)
n Collaborations with other companies are more efficient then self-produced innovation
n Innovation can be achieved through the application of new business models, and not only by developing
new products
n New business models require cooperation with outside companies
n The two greatest stumbling blocks to innovation are an unsupportive business culture and limited
funding
The Seventh R&D Programme provides an effective response to these issues through its structured system
of practical research collaborations, generous budget allocations, and deference to intellectual property
rights of participants.
management firms.) This led to the decision that for the Seventh
Programme, the EU will underwrite 100% of all management
costs, with no ceiling. This approach has been so well inculcated in
Europe that conglomerates such as Airbus employ external project
management departments to handle aspects of management. We
predict this trend will have an impact on Israel during the course
of the Seventh Programme.
Dror Yegar directs strategy for ARTTIC Israel, of ARTTIC
International, which specializes in managing and building international
R&D projects, including projects in the framework of the EU's R&D
program. Contact: Yeger@Arttic.com