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4 characteristics of "mature" FP&A automation in R&D

Back in 2003, when R&D Logic was a young and proud survivor of the dot-com bust, and a pioneer in cloud-based software solutions (eventually dubbed Software as a Service, or SaaS), The Economist published an article (http://www.economist.com/node/1747329) which drew insight from Carlota Perez's book “Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages” (Edward Elgar, 2002).

Tracking time in R&D - The need, the means and the end

In an R&D-intensive environment, roles are highly interdependent. Specialization of knowledge—both business knowledge and scientific knowledge—leads to specialization of language. But high performance arises from fostering and leveraging the interdependence. So the fundamental need is to foster collaboration. What does that have to do with tracking time in R&D?

5-step business case for accurate time tracking in R&D

You can only measure what you can see

you can only measure what you can see

Visibility of your resources is about knowing at all times who is doing what. As we mentioned in our last blog entry, tracking time in R&D is really tracking people's time and tracking project time. In an R&D-intensive environment, that means seeing what's going on both across departments and among active projects in your portfolio. But measurement goes one step further than who and what: you have to gauge how much. Effort to projects is where you begin to create records and, from those records, patterns that you can leverage to recognize your strengths, weaknesses, opportunities and threats.