More than 120 best practices about R&D product development.
The entire innovation life cycle is covered, from the initial generation of the idea or collection of customer needs to the market introduction, then the analysis and rationalisation of the product portfolio.
Two uses are possible:
- learn R&D product development management best practices
- evaluate the R&D practices in relation to the best thanks to the online questionnaire functionality
The evaluation embeds "Lean Development" practices
Wevalgo business model for Research, Development or Engineering in discrete product industries
Brief description of the Best practice model
The model includes 120 best practices structured in 7 categories and 23 areas as summarised below.
Strategy and roadmap
- Innovation strategy: type of content and level of detail in defining the strategy, associated objectives and strategic plans, analysis of the value of "open-innovation
- Customer and technology roadmaps: level of definition of the two roadmaps (or forecasts) and exchanges between R&D and Marketing or Sales
- Standardisation: definition and use of a standardisation policy for components, parts or products
- Strategic and financial management: cost management, taxes and subsidies, project cost management and ROI, activity monitoring and according to strategic profiles
- Operational management: objectives and indicators other than financial and monitoring methods
- Idea generation: management of the idea generation process
- Intellectual property: patent management and competitive intelligence process (filing, termination)
- Innovation portfolio: methods and processes for managing the portfolio of ideas, pre-studies or feasibility studies; existence of objectives and indicators, integration with individual project management
- Product portfolio: analysis of the existing product portfolio, product life cycle and coordination with the innovation portfolio
- Customer needs: methodologies used to identify customer needs and test ideas from within
- Requirements management: management of customer needs and their transcription into functional specifications, prioritisation of needs, monitoring compliance with specifications
- Change management: management of change requests from the customer (needs) or internally (technical specifications, design, etc.)
Organisation and people
- Project team: structuring, roles and responsibilities, reporting and physical location
- Project tracking: project meetings, indicators, management methodology, risk management, visual management
- Planning: level of definition and effective use of schedules, resource requirements, progress indicator
- Subcontractors and suppliers: management and monitoring processes for subcontractors and suppliers, roles and responsibilities, procurement and R&D coordination
Project process and project support
- Organisational structure: geographical (if several sites) and local organisation, roles and responsibilities between sites or between functions, responsibility for the entire development cycle, grouping similar functions
- People and Leadership: skill and experience levels of technical staff and managers, social climate
- Competences and knowledge: Skills management and development, knowledge management and sharing
- External network: definition of a policy concerning the network with partners, suppliers.... Monitoring of the actions and effectiveness of this policy
- Technical processes: level of definition and management of technical methodologies and processes (design, testing, etc.), design reviews
- Development process: level of definition and effective use of the process and development stages (stage-gate, level of flexibility and parallel developments...), risk management
- Resource allocation: definition of a resource allocation process, roles and responsibilities, capacity building and needs, objectives and indicators for monitoring allocation
- Software and tools: use of efficient and adapted tools, in phase with partners
Example of usage for evaluation:
Comprehensive assessment of your Research, Development or Engineering management, functions and practices to enable you and your team to:
- identify the key improvement drivers to develop more innovative products, of better quality, at reduced cost, with shorter time to market
- compare your practices with world R&D best practices
- develop improvement action plan based on actionable drivers thanks to our specific Wevalgo organisational model
The best practices are accessible directly after purchase. In case of usage to evaluate the practices the following steps apply
- The service manager* can directly carry out an evaluation by answering the questionnaire (optional); steps 2 to 4 are optional depending on whether he/she wishes to invite other participants to carry out the evaluation
- If he/she wishes to invite other participants to conduct the evaluation, he/she proceeds to steps 2 to 5
- Otherwise he/she goes directly to step 5 of viewing the results
- He/she can still do his evaluation after the participants if he did not do it at the beginning
- Customisation of the service to the organisation by the service manager*
- Service name, title and introduction for the participants invited
- Selection of participants to the service
- Definition of dimension to enable analysis by organisation dimension (optional)
- Selection of anonymity option
- Sending of an invitation link to the selected participants
- Evaluations performed by selected participants, on the Wevalgo web platform
- Participants connect to Wevalgo web site thanks to the link sent by the service manager
- Participants answer on-line
- The service manager can follow up the answers progress status
- Results available at the end of evaluations on the Wevalgo website
* The service manager is the person who purchased the service.
Recommended participants for an evaluation
For the evaluation we recommend the following participants:
- Research, Development or Engineering top management team
- A few technical area managers
- A few project managers
- A selection of a few people outside of Research, Development or Engineering : sales and marketing, purchasing, manufacturing manager..
- In case of several geographical sites, a selection of site managers, enabling to compare the practices between the different sites.
In order to use the services, the technical environment must comply with the requirements below.
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- Internet Explorer: 11 and above
- Safari: 10 and above
- Firefox: 45 and above
- Opera: 42 and above
- desktop or laptop usage, no mobile version
- Firewall authorising Wevalgo website
If you choose to use other browsers or settings other than the ones listed here, the site's pages may not display properly, and you may encounter problems that Customer Service may not be able to resolve.
These technical requirements apply to all the participants of the service.
Get instant and full access to reports as soon as evaluations are completed.
Gain multi-level analysis on several axis that can be explored in varied depths and dimensions through a user friendly results menu. A few samples of the results report are shown below
Visualise the performance and their drivers at a glance across all categories and sub-categories
Results by organisational dimension
Compare performance across your own, relevant and entirely customisable organisational dimensions. For example by geographical locations, departments, hierarchical levels or any other you see fit. Zoom in to breakdowns by category, subcategory and/or question
Results by evaluator and category
You can see detailed results to better understand the causes of your organisation performance
Wevalgo excellence model Results
Get valuable insight into areas and axes of progress thanks to our embedded Wevalgo model. Other analytical models may be incorporated, see key concepts for more information)
To see a full example of report result,
We have expert consultants on hand to build their own evaluations, assist you and interpret your results. Select the Expert Review option on the purchase menu.