Sie bringen kurzfristige Gewinne mit langfristigen F&E-Zielen in Einklang. Wie können Sie sicherstellen, dass beide gedeihen?

Prioritize resources: Allocate specific budgets and teams for short-term projects while reserving dedicated resources for R&D initiatives. Set clear goals: Define measurable objectives for both short-term results and long-term innovation, aligning them with the company’s overall strategy. Foster collaboration: Encourage cross-functional teams to share insights, ensuring that R&D ideas can also contribute to immediate solutions. Implement a balanced timeline: Create a project roadmap that allows for quick wins without sacrificing time for long-term R&D efforts. Monitor and adjust: Regularly review progress on both fronts and adjust strategies as needed to maintain balance. Encourage innovation in daily tasks

The way to improve anything is by measuring it. In R&D, balancing short-term gains with long-term goals requires strategic planning and clear ways to track progress. Whether it’s financial metrics or key R&D milestones, having measurable goals helps promote progress in both areas. Think of a hawk, mid-flight, searching for food. Before it strikes, it gauges the distance to its prey. It meets an immediate need for food while honing its hunting skills for long-term survival. Similarly, in R&D, short-term wins must align with long-term goals. Breaking long-term goals into smaller, actionable steps allows short-term successes to drive long-term outcomes. And, measuring progress helps balance immediate wins while ensuring future success.

Always persue long term goals. Do not go behind short term gains. Spilt long term goals into short term targets and celebrate the achievements.

As an Assistant Professor at Sri Ramachandra Institute of Higher Education, I implemented a unique "Learning in Layers" approach to align immediate teaching goals with long-term research objectives. I set short-term clinical milestones, such as mastering specific prosthodontic techniques, while encouraging students to contribute to broader academic goals like publishing research or developing innovative treatment solutions. This method kept students focused on day-to-day tasks while ensuring their efforts contributed to lasting academic and professional impact.

Stakeholder alignment and expectation management are crucial in all projects and project management. Getting these set up correctly is crucial for the successful execution of a project. In research and development, stakeholders often experience anxiety and may lack technical understanding of the nuances involved. Therefore, breaking down problems into (1) research and (2) development components is essential for effectively aligning stakeholders and delivering incremental milestones of value to guide them through the project journey.

Financial efficiency in R&D is key in order to ensure short term gains until the end goal (long-term outcome is achieved). This can be achieved through flexible and adaptable trial designs and protocols, diversified patient population, efficient targeted monitoring, etc.

To ensure short-term gains and long-term R&D goals thrive together, align them through a strategic vision. Establish clear, measurable targets that link today’s achievements with future innovation milestones. Encourage a culture where team members see their daily efforts as vital to both immediate wins and groundbreaking developments. By creating synergy between quick successes and forward-looking research, you build a foundation where short-term actions drive sustained growth, turning progress into a continuous cycle that powers both present performance and future breakthroughs.

Implement a strategic approach with clear milestones for both. Allocate resources to achieve immediate objectives while investing in R&D projects that align with future growth. Use a phased approach, where short-term successes provide funding and insights for R&D efforts. Foster collaboration between teams to ensure that R&D advances inform and enhance short-term projects. Regularly review and adjust priorities based on progress and market needs. By integrating short-term achievements with long-term innovation, you create a sustainable pathway for both immediate results and future advancements.

To balance short-term gains with long-term R&D goals, prioritize cross-functional collaboration. Encourage teams to share insights and align their efforts so that short-term wins feed into long-term innovations. This ensures that immediate successes don't come at the expense of future breakthroughs, creating a cohesive strategy that drives sustained growth.

L'alignement stratégique, c'est l'art de faire marcher tout le monde dans la même direction. Comme le dit Patrick Lencioni, “L'alignement est plus puissant que la somme des compétences.” Commence par fixer des objectifs clairs et mesurables, des résultats concrets qui lient les performances financières à court terme aux ambitions R&D à long terme. Ensuite, booste la communication. Chaque membre de l’équipe doit savoir exactement comment son travail quotidien contribue à ces objectifs. Crée un environnement où les victoires immédiates nourrissent l’innovation future. C'est là que réside la vraie croissance.

Effective budget management is key. Allocate funds wisely to cover immediate needs while securing resources for future R&D. Strategic investment ensures both short-term success and long-term innovation.

When you are starting, make sure that the non negotiable expenses are correctly funded. Trying to skip some operational costs may lead to future delays in the project.

Si hablamos de innovación, hay que desterrar la cultura del miedo al fracaso. A modo de ejemplo, el acrónimo FAIL en inglés de First Attempt In Learning. Y no vale de nada que los escalones inferiores propongan nuevas ideas si estas no se apoyan. Muy pocas culturas empresariales cambian de abajo hacia arriba, más bien es al revés. Además, innovar no es sólo cerar productos o soluciones nuevas. Transformar un proceso existente por medio de nuevas tecnologías es una de las formas más rentables de innovación para una empresa.

I firmly believe in the 80/20 rule. While it's crucial to focus on reaching milestones and delivering impactful aha!moments to stakeholders, it's equally important to allocate time for exploration, staying updated on the latest technologies and trends. This balance ensures continuous growth and prevents getting stuck in a narrow path.

To encourage innovation, it must first be made clear that making mistakes is acceptable, and that in the realm of innovation, we should not always seek technological breakthroughs. Then, time must be allowed for an idea to take shape. Generally, good innovation is a group effort built through a succession of small ideas, stemming from different ways of approaching the problem. Therefore, communication within a working group should be encouraged.

To foster innovation while balancing short-term gains with long-term R&D goals, create a culture that rewards creative thinking and risk-taking. Encourage teams to experiment and think outside the box, offering incentives for innovative ideas that contribute to both immediate success and future growth.

As Assistant Professor at Sri Ramachandra Institute of Higher Education, I introduced an initiative called "Reverse Innovation Challenges", where students and faculty were tasked with reimagining everyday prosthodontic procedures using limited resources or unconventional methods. The best ideas, which often stemmed from constraints, were recognized with special grants and showcased in conferences. This approach not only encouraged out-of-the-box thinking but also led to cost-effective, practical solutions that significantly advanced both immediate clinical practices and long-term research in prosthodontics.

Research and development often don't fall into your standard KPI management philosophy. This is why I'm a bigger fan of using mission vision-based roadmapping and progress measurement. You should measure things like the number of times you've deployed a new feature to customers, given stakeholders "aha" moments, or had demo days with your team showing working prototypes. These are all significant research and development steps towards reality and applied innovation, and they help to keep the team aligned on the most important part of research and development: if you don't deliver it, it doesn't exist, and it doesn't matter.

Being quantitative in always help you in strategizing your short-term and long-term goals. One important factor for this is setting up your right KPI for which upstream and downstream marketing play a vital role. Be agile in your processes and adapt for changing customer needs and market.

To ensure both short-term and long-term goals thrive, regularly measure progress using clear KPIs. This ongoing assessment helps you stay agile, making necessary adjustments to keep both immediate results and long-term R&D on track.

As an Assistant Professor at Sri Ramachandra Institute of Higher Education, I implemented a "Shared Resource Network", where resources such as equipment, expertise, and time were pooled across departments for both short-term projects and long-term R&D initiatives. This system allowed us to prioritize urgent clinical work while ensuring that research projects received continuous support. By rotating teams and sharing resources efficiently, we maximized impact without compromising either the immediate or future goals, leading to sustainable growth in both areas.

Balance resources by prioritizing immediate returns while dedicating specific resources to long-term R&D. This ensures progress on both fronts.

It is not good to allocate resources solely to short-term or long-term projects. In my organization, each person has short-term objectives as well as ongoing tasks that contribute to progress toward the long-term goal. This allows everyone to stay motivated by achieving immediate objectives while also being inspired by more significant developments. The organization is also better able to adapt to reorientation when faced with unforeseen challenges.

You might as well eat your cake and save some, too; as in R&D it is hard to balance short-term wins with long-term goals. Look forward, but break those ambitions down into manageable and realistic steps. Every win is a mini-party! Put your faith in the data and KPIs, and have the courage to pivot if the market changes. Your secret weapon is going to be the collaboration and resource sharing between teams, in helping short term results and future growth. Keep it agile, keep it fun, and never lose sight of the big picture!

A 7th pillar would be: Knowing when to call it off. At some points a product or innovation might provide early signals of failure or ineffectiveness. There should be a balance between taking risk and making a tough decision to stop and re-route focus or investment.

Maintain flexibility in your strategy to adapt to changes. This allows you to seize quick wins while continuing to pursue long-term R&D goals.

Try to have an iterative process that allows you to obtain some intermediate results that can act as checkmarks of whether or not you are achieving the final goal. It is very common to reorientate the steps that you are taking in the research project, and I believe that having that adaptability is key to success.