R&D Leader

Score

Sample Report Excerpt

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 Leveling up isn’t
something that you
do “once and for all.”
It’s something you
do constantly…

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Report Roadmap

Introduction Executive Summary Path to Maturity Appendix

Gartner Score Key Findings Next Steps for • Path to Maturity – All Activities
Overview Increased Maturity • Tables with Findings
• Activities by Importance
• Activities by Maturity
• Activities by API
• Maturity Level Definitions
• Methodology & Score Calculation
• Participant List
• How Gartner Can Help

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 Introduction
Gartner Score Overview

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Introduction
The Gartner Score is a proprietary tool that enables Score Details Date: 09 May 2023
organizations to improve functional performance by Selected peer group: Peer group benchmark not yet available due to
assessing their performance across a broad set of insufficient sample size.
functional activities. The diagnostic measures two
primary dimensions: importance and maturity. Organization Size (USD): Peer group benchmark not yet available due to
insufficient sample size.

Executive Summary Executive Summary Path to Maturity

Objectives & Activities Maturity & Importance Next Steps to Improve

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What is your Overall Maturity Level?
Maturity measures how advanced an organization’s • Measured on a scale ranging from 1 (lower) to 5 (higher)
development is in a functional activity relative to • Refined with a (+) or (–) to indicate intermediate levels of maturity.
Gartner’s best practice research. • Maturity is best defined as a range. Details are provided in the
Methodology & Score Calculation section of the Appendix.

5
Your Overall
Maturity

1 1+ 2- 2 2+ 3- 3 3+ 4- 4 4+ 5-

1.00 1.33 1.67 2.00 2.33 2.67 3.00 3.33 3.67 4.00 4.33 4.67 4.99

LOWER maturity HIGHER maturity

Respondents included in this assessment: 3 Peer benchmark: NA Participating organizations in the peer benchmark: NA

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 Executive Summary
Key Findings

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Objectives & Functional Activities
Overall Objectives

Manage R&D Evaluate and Manage the

Manage R&D Lead a Climate of Manage External Manage the R&D NPD Process
Strategy and Develop Development
Talent Innovation Partnerships Portfolio Governance
Operations Technologies Pipeline

Select Co- Monitor

Build the R&D Design and Manage Set the Innovation Develop the R&D Build An Idea Integrate Customer
Development Technologies and
Strategy the R&D Workforce Vision Portfolio Strategy Pipeline Insights
Partners Trends
Functional Activities for each Objective

Manage Co- Organize and

Manage the R&D Design R&D Career Enable Innovation Evaluate R&D Evaluate Early-Stage Develop New
Development Manage Project
Budget Paths Processes Projects Technologies Product Concepts
Relationships Teams

Manage R&D Encourage

Upgrade R&D Manage Vendor Prioritize R&D Incubate Early-Stage Manage Prototyping Manage Stakeholder
Organizational Innovation
Capabilities Relationships Projects Technologies and Testing Interactions
Structure Behaviors

Demonstrate the Allocate Resources Manage Technology Support Product Conduct Project
Value of R&D to Projects Roadmapping Commercialization Retrospectives

Manage Intellectual
Property

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Maturity Levels of Objectives & Activities
Overall Objectives
3+ 4 3 3+ 4- 3+ 3- 3+
Manage R&D Evaluate and Manage the
Manage R&D Lead a Climate of Manage External Manage the R&D NPD Process
Strategy and Develop Development
Talent Innovation Partnerships Portfolio Governance
Operations Technologies Pipeline

● ● ● ● ● ● ● ●
.

4 4 3 3- 4- 3+ 2 4-
Select Co- Monitor
Build the R&D Design and Manage Set the Innovation Develop the R&D Build An Idea Integrate Customer
.

Development Technologies and

Strategy the R&D Workforce Vision Portfolio Strategy Pipeline Insights

● ● ● ● ● ● ● ●
.

Partners Trends
Functional Activities for each Objective

3 4 5- 4- 3+ 4 3 3-
Manage Co- Organize and
Manage the R&D Design R&D Career Enable Innovation Evaluate R&D Evaluate Early-Stage Develop New
.

Development Manage Project

Budget Paths Processes Projects Technologies Product Concepts

● ● ● ● ● ● ● ●
.

Relationships Teams

3 4 1+ 4- 4+ 3+ 3 3+
Manage R&D Encourage
Upgrade R&D Manage Vendor Prioritize R&D Incubate Early-Stage Manage Prototyping Manage Stakeholder
.

Organizational Innovation
Capabilities Relationships Projects Technologies and Testing Interactions

● ● ● ● ● ● ● ●
.

Structure Behaviors

4 3+ 3- 2+ 3+
.
Demonstrate the Allocate Resources Manage Technology Support Product Conduct Project
Value of R&D to Projects Roadmapping Commercialization Retrospectives

● ● ● ● ● ● ● ●
.

4+
.
Manage Intellectual
Property

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Maturity Levels 1 2 3 4 5 Out of Scope
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n=3
11
0
1
2
3
4
5
Build the R&D Strategy

Manage the R&D Budget

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Manage R&D Organizational Structure
Operations
Strategy and
Manage R&D

Demonstrate the Value of R&D

Design and Manage the R&D

Workforce

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Design R&D Career Paths

Upgrade R&D Capabilities

Set the Innovation Vision

Maturity
Enable Innovation Processes
Innovation

Encourage Innovation Behaviors

Manage Vendor Relationships

Select Co-Development Partners

Maturity & Importance
Partnerships

Manage Co-Development

Importance
Manage R&D Talent Lead a Climate of Manage External

Relationships

Prioritize R&D Projects

Develop the R&D Portfolio Strategy

Portfolio

Evaluate R&D Projects

Manage the R&D

Allocate Resources to Projects

Incubate Early-Stage Technologies

Functional Maturity Overall (3+)

Monitor Technologies and Trends

n=3

Manage Technology Roadmapping

Develop
Evaluate and

Technologies

Manage Intellectual Property

Evaluate Early-Stage Technologies

Build An Idea Pipeline

Manage Prototyping and Testing

Pipeline

Develop New Product Concepts

Manage the
Development

Support Product Commercialization

Integrate Customer Insights

Organize and Manage Project Teams

Conduct Project Retrospectives

Governance
NPD Process

Manage Stakeholder Interactions

12
n=3
Lower Higher

Encourage Innovation Behaviors

Build An Idea Pipeline

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Manage the R&D Budget

Build the R&D Strategy

Manage Technology Roadmapping

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Incubate Early-Stage Technologies

Monitor Technologies and Trends

Set the Innovation Vision

Manage Prototyping and Testing

Organize and Manage Project Teams

Select Co-Development Partners

Support Product Commercialization

Activity Priority Index

Manage R&D Organizational Structure

Manage Vendor Relationships

Evaluate R&D Projects

Allocate Resources to Projects

Develop New Product Concepts

The (API) identifies where the function is less mature in activities of greater importance.

Conduct Project Retrospectives

Develop the R&D Portfolio Strategy

Prioritize R&D Projects

Manage Stakeholder Interactions

Manage Co-Development Relationships

Design and Manage the R&D Workforce

Integrate Customer Insights

Design R&D Career Paths

Evaluate Early-Stage Technologies

Manage Intellectual Property

Demonstrate the Value of R&D

Upgrade R&D Capabilities

Enable Innovation Processes

Comparing Leader and Team views
Comparing leader and team views for importance and maturity scores for activities with the highest score gaps.

Activities with Highest Importance Score Gaps. Importance Gap

Set the Innovation Vision 2.5

Manage Intellectual Property 2.5

Monitor Technologies and Trends - 2.5

0 1 2 3 4 5

Maturity Gap
Activities with Highest Maturity Score Gaps

Manage Vendor Relationships - 2.1

Manage R&D Organizational Structure - 2.0

Manage Co-Development Relationships - 1.8

0 1 2 3 4 5

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 Path to Maturity
Next Steps for Increased Maturity

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High Priority: Encourage Innovation Behaviors
Note: This is an example – each activity in the model has a dedicated Path to Maturity slide
How the R&D function provides coaching
Provide staff resources Reward staff for Ensure diverse
and exposure to encourage creative to seek out innovative aspirational project innovation behaviors are
innovation. 5 ideas failures represented on teams
LEVEL

Incorporate innovative Use behavioral markers Expose staff regularly to

Commence to achieve next level behaviors in to identify high new ideas from outside
4 performance objectives innovation potential of the industry
Currently practiced LEVEL
(or no longer required)

Not currently practiced

Provide regular Create forums for staff
Train staff on innovative
opportunities to learn to exchange innovative
3 behaviors and methods
about new technologies ideas
LEVEL

Provide staff
Encourage staff to Coach teams on
opportunities to ideate
2 submit innovative ideas
and brainstorm
innovative behaviors
LEVEL

Share innovative news,

1+ 2+
ideas and trends across
1 the organization Current Next Level
LEVEL
Respondents: 3

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Encourage Innovation Behaviors
Note: This is an example – each activity in the model has a dedicated Resources slide
Note: Some documents may not be available as part of your current Gartner subscription.

Resources
• Maximizing the R&D Workforce’s Innovation Potential
• 5 Practices for Successful Innovation Management
• Ignition Guide to Conducting a Design Thinking Workshop
• The Fundamentals of Innovation Culture
• Innovation Is Not Just About Process, but Enabling Right Behaviors to Drive Ideas Into Action
• Ignition Guide to Planning and Conducting an Ideation Session
• Ideation Methods in R&D: Problem Identification and Idea Generation
• ImagineIF Innovation Fund (Boston Scientific Corporation)
• Riskless Idea-Sharing Workshop (Hillshire Brands)
• Case Study: Failure Value Capture Program (Tata Sons)
• Case Study: Customer Value Validation Coaching (Becton, Dickinson and Company)
• Avery Dennison: Rapid Idea Iteration Platform

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High Priority: Build An Idea Pipeline
Note: This is an example – each activity in the model has a dedicated Path to Maturity slide
How the R&D function generates and Partner with the Use a visible,
surfaces new project ideas. external innovation centrally accessible
5 network to generate
ideas
idea submission
platform
LEVEL

Provide ideators Provide access to

Coach staff to Reserve resources Protect new ideas
Commence to achieve next level clear avenues to subject matter
recognize high-value for staff to generate from stakeholder
4 opportunities
progress ideas and
suggestions
early-stage ideas scrutiny
experts to refine
ideas
Currently practiced LEVEL
(or no longer required)

Not currently practiced Establish a formal

Screen early-stage Seed ideation efforts Train a subset of Collaborate with
process for
ideas for value and with challenges and staff to lead ideation business partners to
3 collecting and
reviewing ideas
relevance opportunity areas and find solutions brainstorm ideas
LEVEL

Surface ideas
Use an idea Encourage staff to
through ideation
submission tool and submit innovative
2 repository
workshops and
competitions
ideas
LEVEL

Surface new project

2 3
ideas through ad hoc
1 processes Current Next Level
LEVEL
Respondents: 3

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Build An Idea Pipeline
Note: This is an example – each activity in the model has a dedicated Resources slide
Note: Some documents may not be available as part of your current Gartner subscription.

Resources
• Ignition Guide to Planning and Conducting an Ideation Session
• How to Build an Ideation Process — Presentation Materials
• Ideation Methods in R&D: Problem Identification and Idea Generation
• Ideation Methods in R&D: Idea Evaluation and Prioritization
• Targeted Opportunity Mapping (General Mills)
• Staged Innovation Awards (Agilent)
• Collaborative Impact Grants Program (Thermo Fisher)
• Sample R&D Project Criteria and Portfolio Scorecards

Suggested Inquiry Topics

• How do we formalize our ideation process?
• How can we get more high-quality ideas and improve staff participation in ideation?
• How can we train our R&D teams to articulate the business and customer relevance of ideas?
• How do we find the best ideas from all functions across the company?

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 Appendix
Additional Pathways,
Detailed Data & Methodology

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Comparing Leader & Team views
Importance (Activities Ranked by Importance Gap)
Your Leader Team Gap
Objective Activity Benchmark Assessment Score Score (leader –
(n = 3) (n = 1) (n = 2) minus team)

Lead a Climate of Innovation Set the Innovation Vision Not Available 3.33 5.00 2.50 2.50

Evaluate and Develop Technologies Manage Intellectual Property Not Available 3.33 5.00 2.50 2.50

NPD Process Governance Integrate Customer Insights Not Available 2.67 4.00 2.00 2.00

Manage R&D Strategy and Operations Manage the R&D Budget Not Available 4.00 5.00 3.50 1.50

Evaluate and Develop Technologies Evaluate Early-Stage Technologies Not Available 3.00 4.00 2.50 1.50

Manage R&D Talent Design and Manage the R&D Workforce Not Available 3.33 4.00 3.00 1.00

Manage R&D Strategy and Operations Demonstrate the Value of R&D Not Available 2.33 3.00 2.00 1.00

NPD Process Governance Manage Stakeholder Interactions Not Available 2.33 3.00 2.00 1.00

Manage the R&D Portfolio Prioritize R&D Projects Not Available 3.67 4.00 3.50 0.50

Manage R&D Strategy and Operations Manage R&D Organizational Structure Not Available 2.67 3.00 2.50 0.50

Manage External Partnerships Select Co-Development Partners Not Available 2.67 3.00 2.50 0.50

Manage External Partnerships Manage Co-Development Relationships Not Available 2.67 3.00 2.50 0.50

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Maturity Level Definitions: Manage R&D Strategy and Operations (1 of 2)

Level 1 Level 2 Level 3 Level 4 Level 5

Build the R&D Strategy

R&D plans and communicates its R&D has established a formal strategic R&D clearly articulates its strategy. R&D articulates its current and desired R&D has formal mechanisms and
strategy on an informal or ad hoc basis. planning process. Key initiatives, goals Performance metrics and milestones are future state, outlines critical triggers to reassess its strategy when
and priorities are outlined in R&D's used to track implementation, and R&D assumptions, and identifies leading critical assumptions shift and regularly
strategic plan, which is understood ensures accountability for strategic indicators to track progress toward its pressure-tests its strategy to check for
across the enterprise. initiatives through clear responsibilities desired future state. resiliency under various scenarios.
and performance objectives.

Manage the R&D Budget

R&D sets its budget on a regular, R&D aligns its budget size/allocation R&D aligns its budget size/allocation R&D considers external trends when R&D has formal mechanisms and
calendar-driven (e.g., annual) cycle. with financial targets, reallocates with strategic objectives, calculates and forecasting its budget and maintains a triggers to reassess its budget when
resources at regular intervals and makes communicates ROI metrics to flexible portion of its budget to stay agile. major, off-cycle changes occur.
its budget transparent to business stakeholders, and reserves a portion of
partners. its budget for transformational, “blue sky”
initiatives.

Manage R&D Organizational Structure

R&D has created an organizational R&D clearly defines and communicates R&D has established clear decision R&D coordinates people and information R&D can customize project teams and
chart. staff roles and responsibilities. R&D has rights and accountability. Its reporting flows across the organization, and R&D workflows based on needs.
a clear funding model. and operating structures accommodate actively identifies potential synergies and
distributed teams. efficiencies.

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Methodology Details
Survey instrument
5 Most advanced
The diagnostic assesses an organization’s functional LEVEL
90th Percentile
(e.g., HR, IT, Finance) performance along two dimensions:
importance and maturity.

• First, participants are asked to rank the key activities that a

function performs as to how important that activity is to the 4 Leading
LEVEL 75th Percentile
success of the organization’s business objectives.
• Second, participants are presented with statements that
represent specific activities that the business function is
expected to perform and indicate if the activity is being
performed at least 80% of the time. 3 Mainstream
LEVEL 50th Percentile
Based on an understanding of the activities that are performed,
Gartner can determine the level of maturity for the function.

The 5 Levels are founded in best practice research based on 2 Foundational

Gartner’s expertise and experience in the industry. LEVEL 25th Percentile

Practices 1 Informal (typically ad hoc)

LEVEL
10th Percentile

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Score Prioritization (API) Calculation

Lower API scores indicate low rating activities in

terms of importance which are high in maturity.

Higher API scores indicate highly rated activities

in terms of importance which are low in maturity.

Setting Priorities using the API Calculation

To understand priorities, Gartner calculates the Activity Priority Index (API), which is weighted by Importance.
The API assumes that highly important activities that are low in maturity should be targeted first to increase functional performance.

The Activity Priority Index is calculated as follows:

Importance Rating The methodology first asks participants to rate
API = (Importance – Maturity) x Importance
an activity based on Importance:
Not important to key objectives 1
Somewhat important to key objectives 2 If participants rate more than 1 activity as Very important to key
objectives, then the tool highlights them and asks the participant to
Important to key objectives 3 narrow to three activities that they consider as “Most important to key
objectives”. These carry a rating of 5.
Very important to key objectives 4
Most important to key objectives 5 For precision, the maturity score is reflected as a decimal for this calculation.

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Score Maturity Calculation Methodology

Question
Level 5
(1 point)
Commence to achieve next level
Question Question
Currently practiced Level 4 Level 4
(or no longer required)
(0.5 point) (0.5 point)
Not currently practiced

Discontinue to achieve
Question Question
next level of Maturity Level 3 Level 3
(0.5 point) (0.5 point)

Question Question Question

Level 2 Level 2 Level 2
(0.33 point) (0.33 point) (0.33 point)

Default
Level 1
Everyone starts with Level 1 by default
(1 point)

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Score Calculation Based on the number of respondents answering "Yes", divided by the total
number of respondents, excluding the respondents answering "Don't Know“
(Don’t Know does not count in the calculation)

Maturity Assigned Final Earned

Question Resp. 1 Resp. 2 Resp. 3 Resp. 4 Resp. 5 Resp. 6 % Yes
Level Points Response* Points
Default
Maturity Assessment 1 1.00 100% Yes 1.00
Position
Maturity Assessment 2 0.33 Y Y Y Y Y 5 100% Yes 0.33

Maturity Assessment 2 0.33 Y N Y Y Y 5 80% Yes 0.33

Maturity Assessment 2 0.33 Y N Don’t Know N Y 4 50% No 0.00

Maturity Assessment 3 0.50 Y Y Don’t Know N Y 4 75% Yes 0.50

Maturity Assessment 3 0.50 Y N Don’t Know Don’t Know Y 3 67% Yes 0.50

Maturity Assessment 4 0.50 Y N N Don’t Know Y 4 50% No 0.00

Maturity Assessment 4 0.50 N N N N N 5 0% No 0.00

Maturity Assessment 5 1.00 N N N N N 5 0% No 0.00

3.5 2.66
Total 5.00
Leader Score Team Score

Maturity Score 3+ 2+

Each level is allocated 1 point. When a level * Final response is “Yes” if 51% or more respondents
has multiple questions, the 1 point is divided said “Yes" to a survey question
by the number of questions.
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How Gartner Can Help
Gartner Resources and Membership Support
Reach out to your Gartner representative to:
• Discuss general support and design a long-term service plan based on your
priorities for improvement
• Schedule a conversation with a member of the Gartner team to identify specific
strategies and resources to address maturity gaps.

Contact the Member Support Center to set up a discussion with your

Gartner representative.
+1-866-913-6447 (US and International)
Available Monday – Friday, 7am – 7pm Eastern time

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