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WHAT MANAGEMENT EXPECTS OF RESEARCH'" By R^¾•OND STEVENS Vice-Presiden, Arthur D. Little, Inc., Cambridge, Mass. Bv. voRv. o•x•o into the discussion of what good management ex- pects from research, let me first say what they do not expect. They do not expect their research departments to be quality-control laboratories. They ought not to expect them to spend any major portion of their time in trouble-shooting, or on routine changes and formulations leading to minor changes in their products. These problems often require excellent tech- nical ability, and they are important, even indispensable, but they are not research. Unfortunately, poor presentation by technical men has often limited in the minds of management the potentialities of research. Management ex- pects research to supplement its own activities in providing imaginative effort toward sound growth. They hope that thus the sales and profits of the company will be correspondingly increased, through a diversification of the company's interests by the development of new products, an increase in gross profits, entrance into fields where the profit margin is greater, and the maintenance of the company's competitive position. An organization cannot remain static, and unless it goes forward, it will go backward. We have found that successful and forwardAooking management expects far more from research than mere technical excellence. Research thinking that limits itself to mere technical contributions is inadequate and out- moded. Management looks to research as a responsible source of advice in high-levelplanning. It looks upon its research direction as it does on legal counsel for expert guidance in fields calling for specialized knowledge. Management contributes by providing facilities, for example, labora- tories, working space, and other necessary tools. These are important, but they need not necessarily be extensive. Within the last ten years one man launched a rather large new business with his wife's stainless steel saucepans and her kitchen and his garage as his sole initial laboratory facilities. As a result of his success with saucepans, his new business now employs a sub- stantial group at Arthur D. Little, Inc., as well as a research staff in his own organization. * Presented at the May 14, 1954, Meeting, New York City. 3O8