What is PRODASET®?
R&D is the function that is the seat of creativity in the enterprise, and is the creator of the new. It is ironic then that this seat of creativity is boxed up in caricatures. Archetypal descriptions of R&D characterise it as a “cost centre”, or an “unpredictable creation machine”, or even a “hallowed temple”. Driving excellence in R&D requires the organisation to harness “creativity”, and develop a creative process that strikes the right balance of harnessing serendipity on one hand and enforcing process discipline on the other. PRODASET® helps you instil excellence in your R&D function by providing an assessment that includes a measurement of “creativity” along its five dimensions and an understanding of entrenched mindsets that are related to the balance between serendipity and process discipline.
R&D is the function that is the seat of creativity in the enterprise. It is ironic then that this seat of creativity is often boxed up in caricatures. Archetypal descriptions characterise R&D as a “cost centre”, or an “unpredictable creation machine”, or even a “hallowed temple”. Driving excellence in R&D needs the harnessing of “creativity” and the building of a creative process that strikes balance between serendipity and process discipline. PRODASET® helps build R&D excellence by providing an assessment of “creativity” and the mindset of employees related to serendipity and process discipline.
R&D is the function that is the seat of creativity in the enterprise. It is ironic then that this seat of creativity is often boxed up in caricatures. Archetypal descriptions characterise R&D as a “cost centre”, or an “unpredictable creation machine”, or even a “hallowed temple”. Driving excellence in R&D needs the harnessing of “creativity” and the building of a creative process that strikes balance between serendipity and process discipline. PRODASET® helps build R&D excellence by providing an assessment of “creativity” and the mindset of employees related to serendipity and process discipline.
R&D is the function that is the seat of creativity in the enterprise. It is ironic then that this seat of creativity is often boxed up in caricatures. Archetypal descriptions characterise R&D as a “cost centre”, or an “unpredictable creation machine”, or even a “hallowed temple”. Driving excellence in R&D needs the harnessing of “creativity” and the building of a creative process that strikes balance between serendipity and process discipline. PRODASET® helps build R&D excellence by providing an assessment of “creativity” and the mindset of employees related to serendipity and process discipline.
Why worry about “creativity”? Why get PRODASET®?
Industrial R&D functions run the risk of turning into inexorable machines that are no more able to either groom creativity or harness serendipity. The march of processes cutting through the heart of R&D functions purports to enhance certainty by engendering discipline in a construct that is fundamentally fraught with uncertainty and randomness. PRODASET® steps in to allay this anomaly. PRODASET® believes that “creativity” is fundamental to R&D success. It is neither wholly random, nor achievable through structure alone. Get PRODASET® to move away from industrial and archetypal views of R&D. Instead, let PRODASET® groom the skill of ‘creativity” by shining the light on its component dimensions and perfect the “creative process” by bringing balance between serendipity and process discipline.
Industrial R&D functions often turn into inexorable machines that are not able to groom creativity or harness serendipity. Processes within R&D purport to enhance certainty by engendering discipline within a construct that is fundamentally fraught with uncertainty and randomness. PRODASET® allays this anomaly, and believes that “creativity” is fundamental to R&D success. It is neither wholly random, nor achievable through structure alone. Get PRODASET® to groom "creativity” by shining light on its ingredients, and to build a “creative process” that appropriately balances serendipity and process discipline.
Industrial R&D functions often turn into inexorable machines that are not able to groom creativity or harness serendipity. Processes within R&D purport to enhance certainty by engendering discipline within a construct that is fundamentally fraught with uncertainty and randomness. PRODASET® allays this anomaly, and believes that “creativity” is fundamental to R&D success. It is neither wholly random, nor achievable through structure alone. Get PRODASET® to groom "creativity” by shining light on its ingredients, and to build a “creative process” that appropriately balances serendipity and process discipline.
Industrial R&D functions often turn into inexorable machines that are not able to groom creativity or harness serendipity. Processes within R&D purport to enhance certainty by engendering discipline within a construct that is fundamentally fraught with uncertainty and randomness. PRODASET® allays this anomaly, and believes that “creativity” is fundamental to R&D success. It is neither wholly random, nor achievable through structure alone. Get PRODASET® to groom "creativity” by shining light on its ingredients, and to build a “creative process” that appropriately balances serendipity and process discipline.
Who will benefit from PRODASET®?
Chief executives and business heads benefit from PRODASET® in several ways. First, the additional creativity leads to new product development and introductions, thereby securing the future of the enterprise. Second, the resurgence in R&D raises the bar for surrounding functions such as manufacturing and marketing. Third, creative skills and mindsets built within the R&D function can be leveraged for the entire organisation. Finally, a vibrant R&D is an evergreen source of corporate reputation. R&D heads benefit from PRODASET® by getting a rich view of mindsets and attitudes that enable or limit performance. R&D project leaders stand a greater chance of achieving project goals through the creative process. Bench scientists benefit from the transparent view of enabling and limiting mindsets embedded in the organisation.
Chief executives and business heads benefit from PRODASET®. First, the additional creativity leads to new product development and introductions. Second, the resurgence in R&D raises the bar for surrounding functions. Third, creative skills and mindsets built in R&D can be leveraged for the entire organisation. Finally, a vibrant R&D is an evergreen source of corporate reputation. R&D heads benefit by getting a rich view of mindsets and attitudes. R&D project leaders now stand a greater chance of achieving project goals. Scientists benefit from a transparent view of their own mindsets.
Chief executives and business heads benefit from PRODASET®. First, the additional creativity leads to new product development and introductions. Second, the resurgence in R&D raises the bar for surrounding functions. Third, creative skills and mindsets built in R&D can be leveraged for the entire organisation. Finally, a vibrant R&D is an evergreen source of corporate reputation. R&D heads benefit by getting a rich view of mindsets and attitudes. R&D project leaders now stand a greater chance of achieving project goals. Scientists benefit from a transparent view of their own mindsets.
Chief executives and business heads benefit from PRODASET®. First, the additional creativity leads to new product development and introductions. Second, the resurgence in R&D raises the bar for surrounding functions. Third, creative skills and mindsets built in R&D can be leveraged for the entire organisation. Finally, a vibrant R&D is an evergreen source of corporate reputation. R&D heads benefit by getting a rich view of mindsets and attitudes. R&D project leaders now stand a greater chance of achieving project goals. Scientists benefit from a transparent view of their own mindsets.
Where (in which settings) should you get PRODASET®?
Get PRODASET® to instil excellence in your R&D organisation when faced with any of six predicaments. First, “regimented R&D”: when the function is tied up by tight structures and inflexible processes. Second, “amorphous R&D”: when the function is suffering from poor direction and drive, thereby losing productivity. Third, “barren R&D”: when the R&D function is low on creativity and not created much in recent times. Fourth, “split R&D”: when divergent views exist within R&D on the primacy of “serendipity” versus “process discipline”. Fifth, “isolated R&D”: when the function has had a poor track record of collaboration and engagement with surrounding functions such as manufacturing and marketing. Sixth, “unexceptional R&D”: when the R&D function is not adequate to be a source of corporate reputation.
Get PRODASET® when faced with any of six predicaments. First, “regimented R&D”: when the function is excessively tied up in structures and processes. Second, “amorphous R&D”: when the function suffers from poor direction and drive. Third, “barren R&D”: when the function has not been able to create much in recent times. Fourth, “split R&D”: when divergent views exist on the primacy of “serendipity” over “process discipline”. Fifth, “isolated R&D”: when the function has a poor record of collaboration. Sixth, “unexceptional R&D”: when the R&D function is not a source of corporate reputation.
Get PRODASET® when faced with any of six predicaments. First, “regimented R&D”: when the function is excessively tied up in structures and processes. Second, “amorphous R&D”: when the function suffers from poor direction and drive. Third, “barren R&D”: when the function has not been able to create much in recent times. Fourth, “split R&D”: when divergent views exist on the primacy of “serendipity” over “process discipline”. Fifth, “isolated R&D”: when the function has a poor record of collaboration. Sixth, “unexceptional R&D”: when the R&D function is not a source of corporate reputation.
Get PRODASET® when faced with any of six predicaments. First, “regimented R&D”: when the function is excessively tied up in structures and processes. Second, “amorphous R&D”: when the function suffers from poor direction and drive. Third, “barren R&D”: when the function has not been able to create much in recent times. Fourth, “split R&D”: when divergent views exist on the primacy of “serendipity” over “process discipline”. Fifth, “isolated R&D”: when the function has a poor record of collaboration. Sixth, “unexceptional R&D”: when the R&D function is not a source of corporate reputation.
How does PRODASET® work?
The design of PRODASET® is based on our proprietary six-part framework called ‘FIBONAC’. With PRODASET®, you will undergo the four stages of ‘installation’, ‘engagement’, ‘analysis’ and ‘dissemination’ over twelve weeks. To install PRODASET®, you specify the predicament that has led to product usage; provide relevant data related to R&D organisation and its productivity; outline your view of the entrenched mindsets; and nominate research respondents. PRODASET® examines the data, interacts with respondents and analyses research inputs. The final output for leadership includes a quantitative assessment of “creativity” in the R&D function along its five dimensions, an enumeration of interventions to enhance creativity, and a qualitative narration of mindsets that enable or limit performance.
The design of PRODASET® is based on our proprietary six-part framework called ‘FIBONAC’. “installation”, “engagement”, “analysis” and “dissemination” take place over twelve weeks. To install PRODASET®, you provide relevant data; outline the entrenched mindsets; and nominate research respondents. PRODASET® examines the data, interacts with respondents and analyses research inputs. The final output includes a quantitative assessment of “creativity” along five dimensions, an outline of interventions to enhance creativity, and a qualitative narration of enabling or limiting mindsets.
The design of PRODASET® is based on our proprietary six-part framework called ‘FIBONAC’. “installation”, “engagement”, “analysis” and “dissemination” take place over twelve weeks. To install PRODASET®, you provide relevant data; outline the entrenched mindsets; and nominate research respondents. PRODASET® examines the data, interacts with respondents and analyses research inputs. The final output includes a quantitative assessment of “creativity” along five dimensions, an outline of interventions to enhance creativity, and a qualitative narration of enabling or limiting mindsets.
The design of PRODASET® is based on our proprietary six-part framework called ‘FIBONAC’. “installation”, “engagement”, “analysis” and “dissemination” take place over twelve weeks. To install PRODASET®, you provide relevant data; outline the entrenched mindsets; and nominate research respondents. PRODASET® examines the data, interacts with respondents and analyses research inputs. The final output includes a quantitative assessment of “creativity” along five dimensions, an outline of interventions to enhance creativity, and a qualitative narration of enabling or limiting mindsets.
When during the operating year should you get PRODASET®?
PRODASET® is designed for biennial as well as episodic usage. PRODASET® requires twelve weeks to go through the ‘installing’, ‘engaging’, ‘analysing’ and ‘disseminating’ phases. When using PRODASET® on a biennial cycle, we recommend usage during the first, second or fourth quarters. Usage during the first and second quarters is advantageous in that the research exercise is able to draw upon the recent experiences of respondents. Usage during the fourth quarter is advantageous in that it aligns with the budgeting and R&D planning processes for the upcoming year. While PRODASET® can be used in the third quarter, the research is better undertaken at other times. For episodic usage, we do not suggest a timing. Use PRODASET® whenever you are faced with any of the six predicaments mentioned earlier.
PRODASET® is designed for biennial as well as episodic usage. When using PRODASET® on a biennial cycle, we recommend usage during the first, second or fourth quarters. Usage during first and second quarters allows the research to draw upon recent experiences of respondents. Fourth quarter usage allows the research to align with the budgeting and R&D planning processes for the upcoming year. While third quarter usage is possible, it is not optimal. For episodic usage, we do not suggest a timing. Use PRODASET® whenever you are faced with any of the six predicaments mentioned earlier.
PRODASET® is designed for biennial as well as episodic usage. When using PRODASET® on a biennial cycle, we recommend usage during the first, second or fourth quarters. Usage during first and second quarters allows the research to draw upon recent experiences of respondents. Fourth quarter usage allows the research to align with the budgeting and R&D planning processes for the upcoming year. While third quarter usage is possible, it is not optimal. For episodic usage, we do not suggest a timing. Use PRODASET® whenever you are faced with any of the six predicaments mentioned earlier.
PRODASET® is designed for biennial as well as episodic usage. When using PRODASET® on a biennial cycle, we recommend usage during the first, second or fourth quarters. Usage during first and second quarters allows the research to draw upon recent experiences of respondents. Fourth quarter usage allows the research to align with the budgeting and R&D planning processes for the upcoming year. While third quarter usage is possible, it is not optimal. For episodic usage, we do not suggest a timing. Use PRODASET® whenever you are faced with any of the six predicaments mentioned earlier.
© Copyright 2019 
All rights reserved.
© Copyright 2019 All rights reserved.
© Copyright 2019 All rights reserved.
© Copyright 2019 All rights reserved.