Understanding how businesses manage the process of commercializing science is critical in a world becoming ever more dependent on technology based products and services. This blog focuses on the challenges of managing basic and applied research in technology-based businesses. Given the importance of research for such firms, this should be a central interest for both their front-line managers and senior executives. Further, businesses that excel in converting scientific advances into products and services will have a competitive advantage in fields as diverse as pharmaceuticals, nanotechnology, information sciences and robotics,.
The challenges of managing research exist at both the macro (enterprise-wide) and micro (individual employee and product team) levels and include understanding how a business’s size and organization encourages innovation; how its team structure and leadership supports scientific creativity; how managers handle the relationship between their business and external sources of innovation such as universities; and how to adapt scientifically trained individuals to commercial settings. Occasionally, I’ll stray to comment on broader aspects of management not directly related to technology-intensive firms as many challenges reviewed in this blog are common to all businesses.
The postings will be about 1000 words long for an intended audience of managers in technology-intensive businesses. However, given the importance of research oriented businesses to the overall economy, members of the broader business community may also find these observations helpful. Further, I’ll assiduously try to avoid the anodyne tendencies and banality that plagues writing in both lay and professional business journals.
My background includes a current position on the scientific advisory board for an immuno-therapy company as well as membership in a non-profit professional organization promoting investment in the biomedical and digital health business community in the greater Los Angeles area. Before that, I was an Executive Director in Global Study Management at Amgen having joined this firm in 1998 to support clinical research programs in infectious disease, nephrology and cardiology. This research included phase 2 and 3 trials (including large outcomes trials) in support of filings as well as phase 4 trials providing post-marketing support for a variety of therapies.
Given my background, some of the examples described in the blog postings will come from the bio/pharma industry, but hopefully these will be relevant to other types of technology firms.
I’ve authored both basic research publications and business management articles focusing on the bio/pharma industry and I’ve taught graduate business classes on research management in MBA programs. My Ph.D. is in Biochemistry from the University of Minnesota where I also conducted post-doctoral research in microbiology. And my BS is from the University of Michigan (Ann Arbor) with a double major in chemistry and cell biology.
Managing Research in Technology Firms 