r&d consulting

We provide practical, realistic consulting on critical leadership, management, communication, schedule, risk and technical issues, with the objective of meeting specific challenges or improving client business's R&D efficiency.

Finding challenge solutions or increasing efficiency are about effectively developing and using information. We primarily consider three factors to determine effectiveness in the development and handling of information:
(i) Motivation: By far the most critical factor; motivation is delivered by communication of information that is exciting and relevant to the target audience. We believe most R&D people are, in Maslow's terms, 'Self-Actualizing' and that they are therefore motivated by the factors described in Article 6: Maslow's Hierarchy, Societal Change and the Knowledge Worker Revolution.
(ii) Team Behavior: Almost all R&D involves a team; developing and maintaining fully functioning teams of excited, motivated individuals enormously improves R&D efficiency.
(iii) Process: Improves output for even the most motivated individual or team; process is a function of technology, experience, context and investment.

Communication is Critical: Because we believe motivation is driven by communication we seek to understand what is being communicated, vertically and horizontally within the organization, and to understand the process of communication and the extent that it is bi-directional. We believe that all successful communication occurs during discussion, which is a totally bi-directional process between equals. For more information on our view of the role of communication see the Communication menu item above.

Solution Development: Our solutions are focussed on developing and maintaining consistency between the business's objectives, and the motivation, team and process used to deliver them. Our approach involves extensive discussion with relevant players, horizontally and vertically; our analysis draws upon data that flows from questions exemplified by the following:

Communication: Is there a formal approach to communication of objectives ? Who initiates and maintains communication ? How is information communicated ? Is communication sufficiently consultative ? Is discussion encouraged ? What are the feedback paths ? Is communication continuous ?
Teams: Are there fully functioning teams; or are there temporarily convened groups, supervised and micro-managed by middle-managers ? Do horizontal teams develop products or do sets of individuals coordinated by sets of managers produce products ? How does team leadership occur ? Is there a team initiation, development and maintenance approach ? Do individuals respect and enjoy each other ? How are teams coupled to the businesses objectives ?
R&D Efficiency.
Are your people R&D motivated ? Who is responsible for motivation ? How is motivation managed ? Are you getting value for money ? Does the business know the real cost of R&D ?
R&D Schedules.
Are your schedules loose or tight ? Is resource excessive or insufficient ? Are you getting timely and accurate project progress information ? Are you measuring schedule risk ? Does product development have to take so long ?
How is Product Strategy Developed ?
How do you initiate product developments ? Are you assured your approach meets market needs ? Are you getting the best products from your business's resources and knowledge ?
R&D Methodology.
Are there more efficient ways of designing your product ? Do your tools and methods match business objectives ? Are you managing methodology ? Is everybody using the same methodology ? Why and how are tools acquired ?
Information Flow Structure.
How does information critical to R&D flow in your business ? Do the right people all see and contribute to information in a timely way ? How do key personalities impact the information flows ? Is there a communication methodology ?
New Technology.
How does your business introduce new technology ? Does R&D's attitude to technology and risk taking match the businesses need to take or avoid risk ? How do key individuals impact risk taking ?
Personalities.
Are there individuals whose personalities negatively impact the business's efficiency ?
Risk Taking.
What are the attitudes of R&D personnel toward risk ? Does the business effectively communicate the need to take risk to R&D Personnel ?
Risk Measurement.
How is risk measured in the R&D organization ? How is risk assessment data communicated ?

Contact:

To explore finding a solution to a current issue or discuss something mentioned here call Andrew Herrington - Canada (519) 635-5308/ UK - Mobile: 077 36717312;

Pateo Consulting

UK - Mobile: 077 36717312;
Canada - Cell: (519) 635-5308;
email: pateo@pateo.com.
76 York Street,
Kitchener,
Ontario N2G 1T7,
Canada.