Wednesday, July 18, 2007

Harvard Business Review Case : "Feed R&D -- or Farm It Out"

This is an interesting case about a high-tech stereophonics company that is facing a changing industry.
The CEO must answer to the board how he intends to face the challenge of reduced demand for high-end stereo equipment, increased costs of R&D, and the adoption of new technologies that are software based.
There is great brand equity in its name, but the company finds it harder to profit from its cutting-edge technologies when customers are settling for second-best.
The scientists who are currently developing mind-blowing products need a technology injection from equally talented embedded software developers. However, the R&D costs for software developers exceeds a comfortable risk level.
It might be do or die. Can he outsource the software development and still hold the scientist's morale?

The financials in this case suggest that he must outsource the development. He has found an Indian company capable of providing the project expertise. If he properly introduces the chief engineer to the software development team and provides incentives for success, the company could pull it off. Morale would be protected if certain financial targets and milestones allowed the company to create a software R&D team for future projects. This project will give the company the necessary experience in selecting and managing software engineers, as well as, critical experience in the systems integration of hardware and software.

The attached document provides additional summary and details.

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