the organization have the will to release people who should not be there? Does the organization have a strategy and the resources for engagement with the external world and for encouraging such engagement? Is innovation welcomed, supported, protected? External engagement must be focused on the broad global community.

The intersection of vision with alignment is addressed by the following questions: Is there updating of the vision in response to changing external factors? Is there a process of self-assessment? Is there a list of lessons learned, and are they really learned, not just recorded? Is the self-assessment diligent, and does it have integrity? Is the assessment updated in acknowledgment of new strategies? There is need for both bottom-up and top-down assessment.

The intersection of people with vision is addressed by the following questions: Do the people know the vision? Can the people contribute to the vision? Does the R&D organization have a strategy and appropriate resources for engagement with the larger technical community, the commercial sector, and the global community? Is innovation welcomed, supported, and protected?

The intersection of vision, people, and alignment is addressed by examination of the organization’s agility, flexibility, and adaptability in the face of changing pressures, budgets, and external contexts. This intersection needs to be consciously worked by staff and leadership, and it must be internalized.

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