I saw a young man closing his eyes and doing meditation under the shade of a tree.
I went closer to him, he heard the sound of my steps and opened his eyes.
I greeted him saying hello, and also expressed my sincere sorry for the disturbance, he didn’t respond except with a simple smile.
I asked him, “What was happening in your mind when your eyes were closed?”
He replied, “I wanted to walk across the bridge, but the river was so wide and flooded with big waves.”
“One option came to my mind, it was to construct my covered bridge, to tame all of the waves into compliance.”
“Suddenly, a second option appeared in my mind, I wanted to make artificial fins in my body so that waves couldn’t stop me from passing.”
Once I heard this, I said to myself, the second option is what research and development (R&D) is, the internal solution to solve the existing problem.
Of course, R&D is not an individual effort but is a unified approach to make products and tackle risks.
Marty Cagan, coach and author of “Inspired” says, “Products are defined and designed collaboratively, rather than sequentially. Risks are tackled up front, rather than at the end.”
R&D is a source of global knowledge transfer
R&D is not a submissive or overpowering force, it is an intelligent way of thinking, prioritization, and execution. It is a cultivated resilience which helps us to gain the ability to bounce back and try again with more experience and wisdom.
Can you imagine some historical facts of the last 300 years?
Of course, there were a lot of changes over the years.
Some very prominent inventions and innovations that changed our lives were the industrial revolution, discovery of penicillin, electricity, the light bulb, automobiles, airplanes, rockets, and space traveling.
These are a few major transformations that changed our lives in many different ways.
At present, we are in full fledged technological revolution with microchips, computers, and smartphones, all connected to the world wide web.
With these tools in hand, we have become a global village and each of us is one click away from what we want to do.
Let’s check a little bit more of historical innovations.
There were at least five technological revolutions from the 1770s to 2000s.
The industrial revolution began with Arkwright’s water-powered cotton spinning mill in Cromford, England in 1771.
This was followed by the age of steam and railways, the rocket steam engine for the Liverpool-Manchester railway in 1829. The age of steel, electricity, and heavy engineering was the next big move. Andrew Carnegie’s Bessemer plant in Pittsburgh, USA in 1875 revolutionized the world.
David Nasaw, an award winning historian and biographer of “Andrew Carnegie” describes all of Carnegie’s life from early childhood in 1830’s Scotland, to ambitious telegraph boy in Pittsburgh, to iron and steel magnate, to philanthropist and finally to international peace advocate.
After Andrew Carnegie came the age of oil, the automobile, and mass production of the first Model-T at the Ford plant in Detroit, USA in 1908.
And, the age of information and telecommunications began when Intel unveiled the microprocessor in 1971.
At present, our technology revolution includes information gathering, decentralization, and globalization. Information gathering means knowledge as capital in the value added society.
Our global communication system provides instant globalized interactions including local segments. This is a sophisticated tool to scale economies of greater scope for a global economic market.
In all of these efforts, the R&D’s role is in the top level and it’s changing at a very high speed. One of the most recent changes is the valuation of R&D which can not be defined by numbers as in the past. Current R&D valuation runs through scientist’s mind, engineering, technology, and psychology.
In the past, businesses were valued by their physical plants, properties, and equipments. They were considered as tangible assets.
At least, we could make an R&D valuation based on them.
Nowadays, big businesses have been transferred to the intangible components more. They are defined more by intellectual properties such as patents, copyrights, trademarks, brand marketing, brand value, attractiveness of product, and the delivery of the product through various outlet channels.
Currently in the USA, the intangible investment rate is roughly twice the tangible investment rate and it keeps growing.
We are in golden age now, the value creation through knowledge, information, and entertainment, all of this is possible through the global internet.
The cost of the physical investment has gone down but the value part has grown exponentially through global knowledge transfer.
One simple current innovation is Uber technology. How does a single app democratize and revolutionize the global transportation industry in approximately 72 countries and 10,500 cities? They changed the history of taxi, food delivery, package delivery, and freight transport.
The question is what are the tangible assets of Uber?
Look at Google, can we think of life without it now?
The single small clean box appears on our screen which is very simple. Any old, young or kid knows where to type and just click go.
It has transformed humanity completely in so many ways which are impossible to explain here.
How do we describe the tangible assets of google like traditional companies? Where are its office buildings, plants, and infrastructures globally?
One important fact is Google spends more than 15% of its revenue on R&D. Their R&D spending has more than doubled since 2016.
“How Google Works” by Eric Schmidt and Jonathan Rosenberg is an insightful book to learn everything about Google including how the company hires people, develops them, and ensures that everyone has the ability to innovate and disrupt within the organization.
R&D is a mixture of curiosity and crisis
Any company dedicated to science and technology products is created by R&D endeavors which are dedicated to invent, design, and produce products and services for us.
If we see the companies growth patterns, the higher the technology power, the more R&D is involved in a company’s products and greater the asset value of its product portfolio.
Our genius Albert Einstein is very relevant here.
“You can’t solve a problem on the same level that it was created. You have to rise above it to the next level.”
R&D is a source for the next level, it is key for waves of disruption and obsolescence.
In recent years, the bigger companies are spending a lot of money on R&D.
For example, Facebook is spending up t0 27% of its revenue towards R&D spending.
Amazon’s R&D spending is more than 14% of its total revenue.
This tells the story how these companies are thinking to solve a unique problem and what tools are needed to go in the unknown territory despite many competitions.
Peter Thiel and Blake Masters, authors of “Zero To One” say “All happy companies are different: each one earns a monopoly by solving a unique problem. All failed companies are the same: they failed to escape competition.”
R&D always moves in a slow fashion with a series of accepted theories because it is science driven by the market.
We always think that scientific discovery is a process of adding intellectual bricks and many times this occurs by stepwise process but sometimes also happens by crisis.
But R&D’s role is the same both times.
One recent example is covid-19 vaccine development.
Virus crisis completely destroys the intellectual deposition of the existing phenomenon and takes us into the new territory.
Normal scientific development works in a normal condition but the crisis violates the common scientific path and leads us into a new direction at very high speed. Guess what happened, we developed the covid vaccine in less than 12 months.
Max Planck, a German physicist and Noble laureate has said beautifully, “ A new scientific truth does not triumph by convincing its opponents, but rather because its opponents eventually die, and a new generation grows up that is familiar with it.”
Traditional R&D used to be a careful way of doing things.
But now when we tell people we are a traditional R&D member, we are considered old-fashioned and out of mind. The world we are seeing is on the move.
If we are not constantly running computerized model algorithmic experiments, we must be falling behind in R&D. If we don’t have internal expertise for it, then we must bring external expertise.
I like the facts about internal and external innovation in Michael Ringel‘s TedTalk: The bad news is “the best ideas live outside of your organization and the good news is they don’t have to stay there.”
R&D is a culmination of loneliness and collaboration
As a scientist in R&D for many years I can imagine that any kind of R&D is a noble endeavor because it identifies people’s self-discipline, endurance, and dedication.
Scientists understand that outstanding innovations are often produced by a small modifications or small mistakes.
Problems persist if R&D scientist has the mentality of absolute perfection because in such a scenario, any small error triggers fear and uncertainty.
We always glorify the essence of teamwork in a corporation’s success but there is also another part in R&D. Many companies’ intangible assets are created by a single R&D person, working and thinking alone.
In my view, team effort is essential but what I’m emphasizing is the culture of thinking which is possible when you are alone.
The sistine chapel ceiling is one large fresco that depicts nine separate scenes from the book of Genesis. The amazing fact about this phenomenal work with its attraction, is that it was created by one person working alone, under extremely hard conditions.
Johann Wolfgang Von Goethe said, “Without having seen the sistine chapel , one cannot form a truer picture of what one person is capable of.”
R&D scientists fall exactly into the same category.
Our world has already shown over and over again that pure discovery and invention is one person’s capability under extremely passionate conditions.
There is nothing except pure human spirit, interest, and commitment.
The good R&D managers should always think about how to increase the intrinsic value of business without misleading scientists that may eventually mislead the whole organization.
A good R&D manager should nurture the atmosphere of self-confidence among R&D personnel.
Self-confidence is directly linked to self-reliance which is the foundation of developing and owning good ideas.
Ed Catmull, a computer scientist and author of “Creativity, Inc.” said “Find, develop, and support good people, and they in turn will find, develop, and own good ideas.”
Here is one way, I think, helps to improve self confidence among R&D scientists.
All R&D scientists and managers must read philosophy and psychology.
That might be the reason that Plato and Aristotle always said “Practical wisdom involves the combination of skill, conviction, and opportunity.”
Any R&D’s mission is to bring practical wisdom into reality.
When we become R&D scientists and managers, skill always indicates right knowledge, conviction indicates good judgment, and opportunity indicates effective implementation.
In today’s world, each one of these is an intangible asset for the organization.
The whole function of philosophy is to produce habits of action.
In any organization, R&D begins the action and our beliefs are really rules for taking actions.
For R&D scientists, there will inevitably be times when they need to try new ideas, release their current knowledge to take in new information.
Conclusion
Let’s bring William James for a while, the “father of American psychology and the creator of American Pragmatism” who always advocated that nobody understood better than him the role of philosophy in human life.
William James did not begin as a philosopher, he had a medical degree but never practiced medicine.
He studied psychology and Ralph Waldo Emerson was his intellectual godfather.
We, as R&D scientists, can learn a lot from William James, as we are creators of actions in our organization.
Remember, psychologists, philosophers, and R&D scientists are not far, all they do is study the human mind and innovate.
Psychologists study the mind’s defection and philosophers figure out ways to improve thoughts for better decision making, and finally R&D scientists assimilate both and create products and services for human beings.
This is art of innovation as defined by Guy Kawasaki, author of “Think Remarkable” His inspiring TedTalk for innovation says: Rethink. Redefine. Recreate.
Yam Timsina, PhD, writes primarily on health basics, scientific progress, social upliftment, and value creation.
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