Maximilian von Zedtwitz – författare

International Management of Research and Development brings together the most influential contributions to managing, organising and coordinating R&D and innovation on a global scale. In addition to papers on the fundamental principles, trends and drivers of international R&D, it covers strategies and operations of global R&D. It also provides an introduction to modern concepts such as knowledge networks, open innovation and virtual innovation. It is a key reference collection for professors and researchers wishing to understand the practical implications of industrial R&D and a valuable resource for chief technology and innovation officers keen to develop their corporate R&D more systematically.

“Don’t miss out on China!” and “What are you doing about China?” Catch phrases like these are spreading among managers all over the world. Just take a brief look at the business class occupancy of flights from Europe, North America or Japan to major Chinese cities: This gives you a glimpse of how business people are attracted by steady growth rates of 6 percent to 10 percent. It also indicates how much attention is given to a market featuring 1.3 billion potential consumers and a government committed to rapidly changing the country from an agricultu- dominated developing country into one of the world’s economic powerhouses. Most of the global industrial players have had economic ties with China for decades already, but they were further strengthened after the country’s opening to the world in the early 1980s. Furthermore, China’s accession to the World Trade Or- nization is expected to catapult this already surging economy into another sphere of development.

Pharmaceutical innovation is like gambling at roulette, only the stakes are higher. Considerably higher, since the most recent estimates put the costs of drug development at US$ 800 million to US$ 1 billion - per drug! This is equivalent to the price tag of the Empire State Building, when it was for sale a few years ago. In 2001, the major US and European pharmaceutical companies invested more than US$ 30 billion in R&D, at a higher R&D­ to-sales ratio than virtually any other industry, including chemicals, auto­ mobiles, electronics, aerospace, and computers. Delivering a blockbuster drug is the Holy Grail for any pharmaceutical company. But in the last decade the rules of developing blockbusters seem to have changed. On the one hand, more sophisticated screening technolo­ gies, genetic engineering, and expanding networks with biotechnology companies increase the probability of commercial success. Critical success factors include the discovery phase and a stronger outside-in orientation in the early innovation phase. After the implosion of the high-tech stock mar­ ket, biotechnology and other technology-driven opportunities may have lost some of their attractiveness for big pharma: a pipeline of solid and predictable innovations seems to be the highest goal of most pharmaceuti­ cal companies again. On the other hand, despite significant investments in pipeline management and novel technologies, there is still no recipe for ensuring a blockbuster hit.

If R&D and innovation in the 1990s were about more internationalization, more corporate entrepreneurship, and more information-integration, then the 2000s have been about consolidating and expanding these trends further: more globalization including the technology mavericks of China and India, more open and inbound innovation integrating external technology providers, and more web- and Intern- enabling of innovation processes by involving R&D contributors regardless of their location. The corporate R&D powerhouses of the 1980s are now mostly history. Even where they survived, they had to yield to corporate efficiency efforts and business-wide integration programs. Still, it would be unfair to belittle them in retrospect as they have found new roles in corporate R&D and innovation n- works. In fact, the very successes of centralized R&D organizations of the 1970s and 1980s made possible the revolution of globalized innovation that we have been witnessing since the 1990s. The first two editions of Managing Global Innovation, published in 1999 and 2000, were testimonials of an increasingly internationalizing world of innovation and R&D. In this third edition of Managing Global Innovation, we have retained the basic structure of two conceptual parts (I and II) and three case study parts (III, IV, V). However, we have greatly revised all chapters, including the final “Imp- cations” chapter (part VI), and incorporated new chapters and cases that illuminate and describe the recent trends in the context of the beginnings of global innovation in the 1980s and 1990s.

“Don’t miss out on China!” and “What are you doing about China?” Catch phrases like these are spreading among managers all over the world. Just take a brief look at the business class occupancy of flights from Europe, North America or Japan to major Chinese cities: This gives you a glimpse of how business people are attracted by steady growth rates of 6 percent to 10 percent. It also indicates how much attention is given to a market featuring 1.3 billion potential consumers and a government committed to rapidly changing the country from an agricultu- dominated developing country into one of the world’s economic powerhouses. Most of the global industrial players have had economic ties with China for decades already, but they were further strengthened after the country’s opening to the world in the early 1980s. Furthermore, China’s accession to the World Trade Or- nization is expected to catapult this already surging economy into another sphere of development.

If R&D and innovation in the 1990s were about more internationalization, more corporate entrepreneurship, and more information-integration, then the 2000s have been about consolidating and expanding these trends further: more globalization including the technology mavericks of China and India, more open and inbound innovation integrating external technology providers, and more web- and Intern- enabling of innovation processes by involving R&D contributors regardless of their location. The corporate R&D powerhouses of the 1980s are now mostly history. Even where they survived, they had to yield to corporate efficiency efforts and business-wide integration programs. Still, it would be unfair to belittle them in retrospect as they have found new roles in corporate R&D and innovation n- works. In fact, the very successes of centralized R&D organizations of the 1970s and 1980s made possible the revolution of globalized innovation that we have been witnessing since the 1990s. The first two editions of Managing Global Innovation, published in 1999 and 2000, were testimonials of an increasingly internationalizing world of innovation and R&D. In this third edition of Managing Global Innovation, we have retained the basic structure of two conceptual parts (I and II) and three case study parts (III, IV, V). However, we have greatly revised all chapters, including the final “Imp- cations” chapter (part VI), and incorporated new chapters and cases that illuminate and describe the recent trends in the context of the beginnings of global innovation in the 1980s and 1990s.

Pharmaceutical giants have doubled their investments in drug development in the past decade only to see new drug approvals remain constant. This book investigates and highlights a set of proactive strategies aimed at generating sustainable competitive advantage based on value-generating business practices. We focus on three sources of pharmaceutical innovation: new management methods in the drug development pipeline, new technologies as enablers for cutting-edge R&D, and new forms of cooperation and internationalization, such as open innovation in the early phases of R&D. Our findings are illustrated by cases from Europe, the US, and Asia.

Pharmaceutical giants have doubled their investments in drug development in the past decade only to see new drug approvals remain constant. This book investigates and highlights a set of proactive strategies aimed at generating sustainable competitive advantage based on value-generating business practices. We focus on three sources of pharmaceutical innovation: new management methods in the drug development pipeline, new technologies as enablers for cutting-edge R&D, and new forms of cooperation and internationalization, such as open innovation in the early phases of R&D. Our findings are illustrated by cases from Europe, the US, and Asia.

“Don’t miss out on China!” and “What are you doing about China?” Catch phrases like these are spreading among managers all over the world. Just take a brief look at the business class occupancy of flights from Europe, North America or Japan to major Chinese cities: This gives you a glimpse of how business people are attracted by steady growth rates of 6 percent to 10 percent. It also indicates how much attention is given to a market featuring 1.3 billion potential consumers and a government committed to rapidly changing the country from an agricultu- dominated developing country into one of the world’s economic powerhouses. Most of the global industrial players have had economic ties with China for decades already, but they were further strengthened after the country’s opening to the world in the early 1980s. Furthermore, China’s accession to the World Trade Or- nization is expected to catapult this already surging economy into another sphere of development.

If R&D and innovation in the 1990s were about more internationalization, more corporate entrepreneurship, and more information-integration, then the 2000s have been about consolidating and expanding these trends further: more globalization including the technology mavericks of China and India, more open and inbound innovation integrating external technology providers, and more web- and Intern- enabling of innovation processes by involving R&D contributors regardless of their location. The corporate R&D powerhouses of the 1980s are now mostly history. Even where they survived, they had to yield to corporate efficiency efforts and business-wide integration programs. Still, it would be unfair to belittle them in retrospect as they have found new roles in corporate R&D and innovation n- works. In fact, the very successes of centralized R&D organizations of the 1970s and 1980s made possible the revolution of globalized innovation that we have been witnessing since the 1990s. The first two editions of Managing Global Innovation, published in 1999 and 2000, were testimonials of an increasingly internationalizing world of innovation and R&D. In this third edition of Managing Global Innovation, we have retained the basic structure of two conceptual parts (I and II) and three case study parts (III, IV, V). However, we have greatly revised all chapters, including the final “Imp- cations” chapter (part VI), and incorporated new chapters and cases that illuminate and describe the recent trends in the context of the beginnings of global innovation in the 1980s and 1990s.

"Countries splinter, regional trading blocks grow, the global economy becomes even more interconnected. " Lester Thurow, The Future o/Capitalism, 1996 Globalization has changed the face of R&D. Local knowledge clusters are not only tapped by multinationals but by small and medium-sized companies as well. Global R&D networks speed up the evolution of technology and ask for new management concepts. The complexity is abundant: Information and communication technology creates the global village, but customers become more fickle and request their own specific produ~ts, well localized, well tuned into their present business. More and more integrated technology is needed to cope with these needs. The danger of over-engineering has never been as great as today. The question is very often not whether some new features are technically feasible but whether customers are willing to accept and pay for it. Most multinationals have just grown with these developments; most R&D organizations are what they are just because of historical reasons. Only now some global R&D patterns are emerging. Customer-focused R&D, virtual teams and dispersed R&D departments have been shaped deliberately by some large compa­ nies, with impressive success.