R&D Strategy & CTO Support
As there is a growing need to enhance R&D functions, issues can be seen in insufficient linkage among organizations, resource allocation, and commercialization. Capitalizing on new business know-how across industries and knowledge cultivated through initiatives such as CTO30, DI drives integrated efforts from R&D-driven value creation to portfolio design and the enhancement of CTO functions.
DI’s approach
New value creation and execution through R&D
There are many cases in which technology-driven R&D becomes disconnected from market needs and does not reach commercialization. Another issue is that initiatives stop at the PoC (proof of concept) stage and do not lead to implementation or monetization. DI redesigns strategies from the perspectives of technology seeds and market needs as well as social issues, and leads execution in an integrated manner through to commercialization while also incorporating co-creation with startups.
R&D portfolio and resource allocation
There are cases in which an excessive emphasis on short-term results causes investment in future growth domains to be postponed, undermining long-term competitiveness. Investors are also taking an increasingly strict view, and decision-making tends to become conservative. DI designs optimal portfolios and resource allocation from short-, medium-, and long-term perspectives based on risks and returns, and supports execution.
Reference Column: Unshackling Innovation: Pioneering a New Era in R&D with Virtuous Cycle
R&D organization enhancement
There are many cases in which R&D organizations are confined to research functions and lack sufficient collaboration with business divisions, preventing results from leading to commercialization. DI starts by asking, “What would we do if we were launching R&D from zero?” and envisions the ideal state. DI redesigns organizations, human talent, and systems in an integrated manner, realizing transformation into effective R&D organizations.
Comprehensive support for CTOs
There are many cases in which CTOs are confined to the technology domain and lack sufficient linkage with management strategies and business decisions. As the number of companies where CTOs also serve as CEOs increases, DI strengthens CTO functions from an integrated perspective covering strategy, business, and technology, realizing the execution of technology strategies that contribute to management.
R&D Strategy & CTO Support Case Study
Support for optimising corporate R&D portfolios
CLIENT：major manufacturer
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