How to establish a competitive R&D management system

However, how to build an efficient R&D system, there are many unsystematic, vague and even incorrect ideas of presidents, and they lack a comprehensive and accurate understanding and grasp of R&D system and methods. For example, many executives think that R&D is the business of R&D department, not the overall operation of the enterprise; One-sided emphasis on the importance of technology and talents to product success, while ignoring the long-term and basic role of R&D management; Lack of forward-looking and effective product strategy and planning; Only pay attention to the development of the final product, but do not pay attention to or even understand the development of the product platform; Technology development and product development are confused and not separated. Of course, most CEOs have worked hard in shopping malls for a long time, accumulated rich experience in business warfare, and have a deep understanding of the industry and market environment in which products are located. In particular, many CEOs work in R&D and know products and technologies like the back of their hands. However, times have changed, and past experience and understanding are not an effective guide to future success. With the drastic changes in the market, competition and technical environment, it is undoubtedly a great challenge for CEOs to establish a research and development model that adapts to the modern business environment and how to establish a team-based and streamlined research and development management system. Therefore, how to establish an efficient R&D system should start with top leaders. Characteristics of systematic course: Based on the overall structure of enterprise R&D system, this paper systematically expounds and discusses how to establish an efficient R&D system from the main aspects of product strategic planning, R&D organization platform, R&D process, technical R&D system, R&D performance and incentive mechanism. Ideological: From the height of modern R&D management thoughts and theories, combined with the integrated product development (IPD) model, explain and communicate in simple terms how to establish correct and comprehensive R&D concepts and principles. For the audience, this course can be described as a feast of ideas. Targeted: focus on the CEO's learning needs and characteristics, highlight the outline, firmly grasp the main points, and focus on analyzing difficult issues. Integration: On how to integrate R&D system with other systems in enterprises, this course runs through the ideas and methods of integration. Practicality: Based on the practical experience of product development, R&D management, top management, R&D consulting and human resources consulting of lecturer 10, combined with the R&D experience of advanced enterprises at home and abroad, the course has outstanding reality and practicability. Training income l In a short period of time, systematically understand the overall structure, ideas and methods of modern R&D management system, and connect with international standards in terms of ideological understanding; L Understand the problems that China enterprises are most likely to encounter in R&D, find solutions, and establish correct and systematic R&D concepts and principles; L Learn the advanced and mature R&D management mode in the world; L Learn how R&D is market-oriented and how R&D can operate effectively across departments; L understand the problems and solutions when implementing the systematic R&D system. CEO/ General Manager, R&D General Manager/Vice President, Technical Director/Chief Engineer, Product Director, R&D Management Department/Technical Management Department Manager, R&D Functional Department Director, Product Manager/Project Manager, R&D Key Employees, Process Management Department/Quality Management Department Manager, Process Engineer, QA, etc. Training lecturer Shuangjing, master of engineering, senior training lecturer in the field of R&D management. Fifteen years of product R&D and management, successively worked in Institute of Automation of China Academy of Sciences and Huawei Technologies Co., Ltd., successively served as senior engineer, system analyst, project manager and product manager, and successfully managed a number of large-scale product R&D and system implementation projects, including the National 863 Project and the National Science and Technology Progress Award Project; He has led more than 30 R&D management consulting projects and R&D management information systems, and is good at product R&D process system, R&D project management, market management/product planning, R&D performance management and organizational structure design. Relying on R&D management consulting, combining sand table drill with excellent practice of R&D project management, the course "Sand Table of R&D Project Management" was created, which received a wide and positive response and was praised as "a major breakthrough in R&D management course" (a multinational telecom equipment manufacturer, project director's language). Accumulated hundreds of trainings, with participants including CIMC, China Telecom Branch, Henan Xinyan Group, Delixi Electric, Xinlei Microelectronics, Tongzhou Electronics, Chen Jing Electronics, Ke Mei East Asia, Suo Beier Digital, Baoshide Machinery, Chongqing Changan Automobile, BBK Telephone, China Putian, Kingdee International, Eurasian Technology, Century Evergreen, Hitachi Elevator, Dafang Software, Kongchuang Group and Midea. The main courses are product research and development management, product management and product planning, R&D project management (sand table), from technology to management, and professional quality of R&D personnel. 2. Why should the product development process be structured? 3. Structured product development (structured product and structured product development process)? 4. Structured product development process: stages, steps, tasks and activities; 6. Reasons for the stage division; Fully consider the risk management of stage division. 7. Structuring of product development process: the hierarchical structure of process (main process, enabling process/sub-process). 8. Why can't some companies successfully organize their product development process? 9. The evolution stage of product development process. Organization and team of product development 1. Characteristics of a successful product development team. 2. The organization type of product development and how it affects the project. 3. Functional organization, project organization and matrix organization. 4. In management practice, the variants of matrix organization and its application occasions 5. Case study: the changes of organizational structure in different development stages of enterprises 6. Organizational structure and responsibilities of cross-departmental product development team PDT 7. The skills, qualities, knowledge and experience that a successful product manager should possess. Cultivation of product managers. Roles and responsibilities of functional department managers 10. The relationship between PDT and functional departments 5. Business decisions in product development 1. Evaluation system in product development (hierarchy) II. Significance and purpose of establishing a decision evaluation (DR) mechanism for product development business 1) Case description: lack of decision mechanism for product development, cost of slow decision 2) stage decision review and efficient decision 3. Review methodology 1) Timing of business decision review 2) Organization of business decision review (PRB)4) Content of business decision review (business plan) 4. 5 points for each business decision review point. How to set up decision-making review points according to the enterprise's own situation 6. Technical review in product development 1. Purpose of technical review TR, principle 2. Focus and elements of technical review TR 3. Review the operation process of technical review TR 4. Roles and responsibilities in technical review. Metrics of technical review TR 6. Technical evaluation expert management system. Sub-process and enabling process of product development process, functional domain process 1. Hierarchical structure of product development process II. Technology development process. Project management process. Product requirements management process. Product configuration management process 8. How to successfully implement the product development process 1 Different implementation strategies should be adopted according to the present situation of enterprise R&D management. Case sharing: the implementation process of a company's product development process 3. The implementation process of product development process change project (three stages and six steps) 4. Main activities in each stage of the implementation of management change project 5. Change management focuses on the problems of people in transition. Strategies for successful implementation (defining phased goals and improving trilogy) 7. Key success factors of management change project .. Risk analysis and countermeasures at all stages of management change project Participants: senior management, department manager, HR manager, trade union cadres and legal personnel.