Build or burn?

Managing R&D – part one (scientists)

Business people don’t understand scientists and scientists are ill-equipped for the business environment.  It’s a minor miracle anything emerges from research and development departments.  Given the importance of innovation and technology to a company’s prosperity, corporate efforts to manage R&D are surprisingly clunky.  Any company (or economy for that matter) that cracks it deserves all

Managing R&D – part two (innovation strategies)

Part one (scientists) covered the personality barriers that get in the way of R&D investment, but that’s the easy bit.  It is, after all, just a communication thing.  The hard part is coming up with a way of managing R&D that achieves better results than leaving things to chance alone (which, by the way, is

The Chief Executive has to go

There is a word I rarely heard in the early part of my career that I hear all the time these days – ‘governance’.  It’s a nuanced concept and one which can provoke some hostility, partly because of the small industry that has grown up around corporate governance and risk management over the last two

Lessons from walking my dog

We get to know each other by telling stories.  Some moments are particular well-suited for sharing anecdotes and random bits of wisdom: when you’re with friends, obviously, but you can pick up good stories from anywhere.  All you need are people that share something in common and have reason to be in each other’s company

50 years from now

It can take a while for revolutionary changes in society to get noticed by the general public and just as long afterwards before the full impact is felt in terms of changed behaviour; 50 years, by my reckoning. Look at the USA.  Its economy overtook Britain’s some time around 1900, but it wasn’t until World