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World-Class Research and Development Characteristics for an Army Research, Development, and Engineering Organization (1996) / Chapter Skim
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EXECUTIVE SUMMARY
Pages 1-8

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From page 1...
... The technical director of the Natick RDEC requested the assistance of the National Research Council in shaping the RDEC's future role ant! direction.
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From page 2...
... The committee observed that woricl-cIass R&D organizations maintain performance by creating and sustaining certain critical competitive advantages (e.g., a strategic focus on unique competencies of the organization)
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From page 3...
... The technological capability must encourage continued clevelopment of new, superior products. The committee believes that the pillars of a worId-cIass Red)
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From page 4...
... IncleecI, in the private sector woricI-cIass RD&E organizations seek to exploit fully the results of their research and product clevelopment. The extent of market diversification by Army RDECs can be determinecl; but diversification must also be consiclerecl carefully because Army RDECs exist primarily to support their Army missions and rely on government funding, which is usually authorized only to satisfy specific needs.
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From page 5...
... whether anticipatory strategic planning is sufficient to develop future Army ant! joint service products rapicIly.
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From page 6...
... The extent to which the RD&E organization produces outstanciing, meaningful results reflects the impact of the organization. Quality Focus Pillar The characteristics of this pillar are the capacity for breakthroughs, continuous improvement, commitment to quality, structurecl processes, a learning environment, and the quality of research.
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From page 7...
... Assessment results can be summarized in tables or figures, which include overall assessments for each pillar. It should be notecl that the committee has implicitly given equal weight to all five pillars.
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From page 8...
... The concept of a worIcI-ciass organization should be used principally as an internal focusing mechanism for achieving excellence rather than as an external mechanism for advertising the virtues of an organization.
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Key Terms

  • five pillars
  • natick rdec
  • value creation
  • customer focus
  • key attributes

  • market diversification
  • quality focus
  • army rdec
  • focus pillar
  • demonstrated commitment

  • competitive advantages
  • anticipatory strategic
  • matching core
  • core competencies
  • international scale

  • excellent performance
  • customer involvement
  • thereby fulfilling
  • army rdecs
  • similar organizations

  • development centers
  • increase benefits
  • committee chose
  • organizations maintain
  • advantages result

  • industry research
  • critical competitive
  • combat effectiveness
  • perception based
  • maintain performance


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