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In pursuit of Excellence in Research Management - The journey so far

In pursuit of Excellence in Research Management - The journey so far. Dr Lewis Atkinson – Manager Innovation Strategy & Adoption. 16 September 2005. Summary. Evolution of the Australian Innovation System Researcher to Research Program Manager Program Excellence - Case study in change at MLA

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In pursuit of Excellence in Research Management - The journey so far

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  1. In pursuit of Excellence in Research Management - The journey so far Dr Lewis Atkinson – Manager Innovation Strategy & Adoption 16 September 2005

  2. Summary • Evolution of the Australian Innovation System • Researcher to Research Program Manager • Program Excellence - Case study in change at MLA • 2003: Where have we been? • 2005: Where are we now? • 200?: Where to from here?

  3. Evolution of the Australian Innovation System

  4. Evolution of the research management model

  5. Researcher to Program Manager • Strategic context • Commercial benefit • Building innovation infrastructure & capability • Business Partnerships • Building Bridges across the R&D continuum Funding Paradigm Investment Paradigm • Peer review • Building up operating budgets • Focused on $ in & not value out • Pre-competitive/visionary FIRST INSIGHT!! Core to corporate capability & basis of future success

  6. 2003: Where have we been? Defining excellent research program managers • Industry leadership • Strategic capacity • Quality execution skills • Results oriented SECOND INSIGHT!! Highly skilled autonomous employees

  7. 2003: Where have we been? Defining excellent research programs “Programs are a management framework that is applied to business initiatives, consisting of a group of related projects”

  8. MLA functional approach to innovation DEVELOPMENT PROCESS EVALUATION PROCESS SALES CONSULTATION THIRD INSIGHT!! Programs are not simple, linear processes PROCESS PROCESS COMMUNICATION SUPPLIER PROJECT PROJECT AND ADOPTION DEVELOPMENT MANAGEMENT PROCESS PROCESS

  9. Industry Innovation Cycle: anatomy of a program Strategy R&D Investment Desired impact Delivery Evaluation Evaluation Mechanisms Effective Implementation Enterprise Adoption Innovation Innovation Innovation Capability Capability Capability

  10. 2003: Where have we been? FOURTH INSIGHT!! It is not possible for a program manager to be good at every thing

  11. 2005: Where are we now? • Implementation of program excellence • Implementation of “group services” support team • Independent assessment

  12. 2005: Where are we now? • Implementation of program excellence - program health check diagnostic • Development process • Sales process • Supplier development • Consultation process • Project Management • Evaluation process • Communication & adoption

  13. 2005: Where are we now? • Implementation of program excellence - manager competency assessment diagnostic • identifies & clarifies success characteristics • Facilitates “strategic discussions” • Screen for recruitment & selection

  14. 2005: Where are we now? • Implementation of group support services • Maximising Impact Framework • Operational excellence framework

  15. Commendations Good framework for PD Practical diagnostic tools Systematic approach Context for “strategic conversations” Good synthesis of theory Flexible and permits autonomy & creativity Suggested Improvements Better fit with program lifecycles Further simplification & clarification of tools Continue implementation process Training to normalise application 2005: Where are we now? Independent Review

  16. FUTURE: Where to from here? • Areas of focus during implementation; • Simplify framework • Change assessment focus from competencies to attributes • More training in groups and individual “one-on-one” sessions • Adoption of an iterative action learning approach to PD

  17. Summary • The Australian innovation system is becoming more diverse & complex • Key insights; • Core to corporate capability & basis of future success • Highly skilled autonomous employees • Programs are not simple, linear processes • It is not possible for a program manager to be good at every thing

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