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Best Practices in Assessment of Research and Development Organizations (2012) / Chapter Skim
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Appendix F The Army Research Laboratory's Process for Assuring Relevance
Pages 58-60

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From page 58...
... The RDECs rely on the ARL to provide them with the basic and/or applied technology from which RDECs can carry out their development and engineering missions. Another significant group of ARL stakeholders consists of the various senior Army management organizations and funding activities.
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From page 59...
... When the ARL was established in 1993, the decision was made to develop processes by which it could show its relevance specifically to its stakeholders or customers and to the senior Army leadership. The chartering document required that several specific actions be taken with regard to its stakeholders and customers, the rationale being that concentrating most of the basic and applied materiel research in one organization with little to no development activity ran a very real risk of decoupling the newly formed corporate laboratory from the rest of the Army -- that is, it ran the risk that ARL could lose its relevance.
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From page 60...
... The SAB would then be given a few short technology briefings on recent breakthroughs, a summary briefing from both the BOD and the Technical Assessment Board (TAB) of the National Academies' National Research Council in order to get a complete picture of all facets of the laboratory's activities, a tour of the facilities with demonstrations of technologies, and a working lunch at which time the chairman (the AMC commander)
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Key Terms

  • senior army
  • army staff
  • rdecom commander
  • senior leadership
  • amc commander

  • closely coupled
  • arl line
  • senior stakeholders
  • device called
  • spending ability

  • development activity
  • summary briefing
  • parent organization
  • reinventing government
  • stifle creativity

  • major stakeholder
  • discretionary spending
  • process ensured
  • parent organizations
  • requirement limited

  • materiel research
  • performance evaluation
  • recent breakthroughs
  • tower effect
  • program annex

  • organizations revolve
  • customer organization
  • measuring performance
  • activity proved
  • army leadership


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