Resources Guide for Training Technical Staff and Management Goal: “Able to identify, develop, test, explore and elaborate opportunities aligned within areas of declared strategic intent”. Role Type: DeveloperCompetency Level: Applied Learning Objectives:* Able to identify opportunities aligned within areas of declared strategic intent1. Find next-generation opportunities2. Confirm alignment with declared business unit strategic [...]
A group of R&D leaders working with Gina O’Connor found that there are generic ability areas needed for each of the role types that were defined in the above matrix. These ability areas were selected because of their importance to the organization as well as because many R&D personnel had gaps in these [...]
To have a technical staff capable of meeting the business needs for creating a sustainable advantage position in ongoing investment must be made in enhancing the technical and business skills in the technical staff. This practice companies have found that a comprehensive program for assessing and addressing the skill needs across the organization [...]
Because the NT temperament significantly outperforms the other temperaments a rainmaker Index is shown in the “MBTI-based Rainmaker Index Calculation” figure was used to improve the identification of individuals best suited for conducting early stage, high-risk, breakthrough projects. As shown in the “MBTI-based Rainmaker Index Effects” figure, those individuals in the upper third [...]
MBTI-based Creativity Index Effects Results when using the MBTI instrument are shown in the “MBTI-based Creativity Index Effects” figure. This shows that project leaders and team members in the high creative half of the sample (as measured by the MBTI instrument) outperform those in the bottom half according to the following success metrics: [...]
Assessment Tests The instruments used to assess the personalities involved are shown in the “Assessment Tests” figure. The two instruments that have been found to be most useful are the Myers-Briggs type indicator (MBTI) and the Kirton Adapter Innovator instrument (KAI). The MBTI can be used to also calculate both an MBTI based [...]
Typical Industrial Project Success Curve The personalities of individuals involved in the early stages of new business development have been found to be as important as a process itself by Greg Stevens and James Burley. New business development leaders and team members with Myers-Briggs type indicator scores that had preferences for intuition and [...]
Another key to Project Leader’s success comes from the degree of alignment of their personal career styles/objectives with those of the corporation. A simple yet effective way to visualize this was developed by SmartOrg. They have found that project leaders can be viewed as most interested in project speed, personal visibility, or the [...]
As can be seen in the above sections, the role of the organizational or project leader is key to success when bringing an idea to market. Harlan Cleveland found that for the generalist leader, steepest part of the learning curve is not skills but attitudes. Those who presume to take the lead in [...]
As reported by Nicholas Valery, the work of R.J. Saldich the ups and downs of innovation cause wide variations in the project members’ enthusiasm. It is up to the senior managers, gatekeepers, and executives provide support during the down times and celebrate milestone successes when things go well. The leadership style which surrounds [...]
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