Great question and responses. Communication and accurate facts need to be vetted for presenting the case, market, and customers who will buy or invest in the R&D idea. For large deals, look back to the investors, executive mentors & board members for the future vision of the company. Sense check your bias with support from your circle of trusted advisors to course correct any Achilles heel and consider feedback. In the end, if it's not accepted with due diligence and you believe in it, then don't rule out taking it elsewhere i.e. start your own enterprise. This is where innovation gets very interesting and there are numerous historical cases of entrepreneurial risk takers with well-deserved rewards. In the end its business!

Effective collaboration and communication: I coordinate with cross-functional teams — from product development to operations — to ensure alignment on objectives and to identify potential bottlenecks early in the process. In complex projects, such as developing automotive coatings or specialized adhesives, maintaining consistent communication ensures everyone is on the same page. Planning with a results-driven approach: I break down each project into measurable milestones and adjust goals based on progress and environmental realities. For instance, when leading the launch of coatings for OEM models, I implemented an iterative approach that optimized resources while ensuring quality and compliance with standards like APQP, PPAP, and DFMEA.

If your R&D priorities clash with company’s strategic goals, there’s something wrong. First thing is to straighten it out with the management and the team to make sure both are well aligned. It happens sometimes due to policy change. However you need to open up a dialogue with everyone and re evaluate everyone’s priorities to make sure either party is not wasting their time, money and efforts. If any project is off track with new goals, reevaluate and find a way to monetize it, so there’s no harm to both parties. Re-do the innovation roadmap aligning to the company’s strategy. Connect with the management to make sure to team up with you whenever they discuss company strategy changes as innovation is an integral part of company strategy.

Die strategische Planung einer Firma muss mit den Zielen und Projekten der Entwicklungsabteilung abgestimmt sein. Es muss auf Änderungen von Innen wie von Außen rechtzeitig reagiert werden. Regelmäßige Abstimmung ist unbedingt erforderlich weil es natürlich immer zu Änderungen kommt. Sowohl die mittelfristige als auch langfristige Planung muss auf die Märkte angepasst werden und ist ein Schlüssel zum wirtschaftlichen Erfolg und für Wachstum der Firma