Consulting R&D strategy and scenarios 2025/2030

The growing complexity in product development and the extensive costs of innovations require targeted and prudent planning and control of all relevant aspects of development. A future-oriented strategy of product and service development helps to efficiently and effectively bridge the gap between higher-level corporate strategy and its implementation in innovation projects.

In the creation process, it helps management boards and development managers to answer central questions that arise directly from the company's current and future business model: 

  • Which positioning should be chosen with regard to cost and technology leadership and what role do product and service innovations play in this?
  • Which technologies need to be mastered to implement the strategy and which competencies or special know-how resources need to be developed and built up?
  • Which system elements of a product or solution ecosystem should be occupied?
  • What is the relevance of technology and product platforms and which strategic innovation partnerships are necessary? 
  • What significance do regional product variants have within the business model?

Based on these questions, decisions on the architecture, processes, personnel and portfolio of the division must be made as part of the development strategy. In order for these to be effective, transparent communication as well as continuous review and fine-tuning are required. It is therefore essential that the strategy process is flanked by a suitable monitoring system that records central indicators, initiates strategy adjustments and enables active control of the strategy.

ROI-EFESO supports you in the formulation, elaboration and implementation of development strategies as well as in the creation of effective control instruments.

The aim is to make the strategies effective in global networks and ecosystems. In doing so, we focus in particular on the following topics:

  • Architecture (Footprint): organisational and geographical structuring of development activities;
    • Centralisation/decentralisation, 
    • Application development / platform development / technology development,
    • Assignment of activities to products or markets,
    • In-/Outsourcing and cooperation with suppliers and development partners,
    • Basic orientation (functional, process-related, product-oriented) and dimensioning of units of innovation & development, network organisations etc.
       
  • Product- and Service-Portfolio: content structuring of the development activities;
    • Dimensioning the use of resources in the form of "strategic buckets" for innovation fields and individual development categories,
    • Decision-making processes and criteria for the selection and prioritization of ideas and projects,
    • Use of product architectures and platforms for hardware/software development,
    • Role of key technologies and product/process data,
       
  • Processes: Definition of process models and governance structures;
    • Adaptation of the process models to the characteristics of the intended innovations and technologies, customer requirements and risks
    • Establishment of smart development, i.e. the structured integration of hardware, firmware, software and networking
      reporting structures and the use of data & analytics systems,
    • Connection and cooperation model with other areas, especially product management and production,
       
  • HR: Recruitment, onboarding and qualification of development teams;
    • Overarching collaboration and responsibilities,
    • Qualification of employees as well as management and transfer of knowledge within and outside the organisation,
    • Fluctuation management,
    • New development culture and development formats in the context of digitisation.

However, there is no development strategy that is valid in the long term, as there are many external influences at work that you cannot influence or can only influence to a limited extent. However, these can be systematically taken into account with scenarios.

ROI-EFESO distinguishes here between a short or medium-term foreseeable range of the next until 2025 and a longer-term range until 2030. 38 central influencing factors of the industry have been identified from our experience, which we summarize in five categories:

  • General conditions & environment
  • People & Society
  • Product & Technology
  • Organization & Management
  • Processes, Methods & Tools

From the interaction of the influencing factors with your entrepreneurial situation and basic orientation, an indication of the influences on your company or development area can be determined and evaluated within a few days. As a result, you have an overview of which strategic initiatives can be derived in a meaningful way for you next.