HR training, assessment, and educational materials are increasingly available through educational institutions, professional societies, and corporations. The key for such programs is to make them available to all levels of the organization, just in time for whenever an individual wants or needs to obtain a skill, and in a variety of formats that [...]
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 [...]
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 [...]
Agile / Lean IP Integration As shown in the "Agile/Lean Integration" figure, the goal of the IP supporting personnel should be to integrate their activities into the agile development methodology. This means the project development team should be IP-educated before entering into the planning phase where initial IP priorities are identified. In the [...]
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