Published: 15 April 2024
To maximize the benefit of an organizational redesign, R&D leaders must ensure their R&D team’s structure targets their company’s pain points and aligns with strategic objectives. This document profiles several popular models for structuring R&D organizations, their use cases, benefits and pitfalls.
According to Gartner research, 76%of responding R&D leaders reported their R&D organization has undergone a moderate or significant redesign in the past three years, and 71% are planning a (further) redesign in the coming three years.
Companies see organizational redesigns as a go-to solution to address a variety of concerns, ranging from shifting strategic priorities and mergers and acquisitions (M&A) activity, to improving collaboration and process efficiency. However, reorganizations are not consistently delivering the desired payoff.
Commonly, R&D teams are aligned by product or technology/science, function or process, or geography or customer. Companies also often use matrixed structures and centers
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