Leader

ProJ. N°. Project Title Project Leader Inatitute Company... 

Het onderzoek voor deze dissertatie is uitgevoerd in het leader van NIOK, het Nederlands Instituut voor Onderzoek van Katalyse, en met steun van het Ministerie van Economische Zaken. 

The facilities for experimental work were poor, with inadequate wet laboratory space. In our discussions, I mentioned to Kaprielian my interest in significantly extending my previous work into the area of hydrocarbon chemistry. I felt that by establishing a strong program of basic research and graduate education in hydrocarbon chemistry, USC could become a leader in this important field. Because the memory of the first Arab oil embargo was still fresh, this struck a chord with Kaprielian, who felt that he could sell my research interest to the trustees and establish a Hydrocarbon Research Institute at USC that could accommodate me, as well as other chemistry faculty members whose interests could fit into its framework. 

The leader of DuPont s effort was Wallace H Carothers who reasoned that he could reproduce the properties of silk by constructing a polymer chain held together as is silk by amide bonds The neces sary amide bonds were formed by heating a dicar boxylic acid with a diamine Hexanedioic acid adipic acid) and 1 6 hexanediamme hexamethylenedi-amine) react to give a salt that when heated gives a polyamide called nylon 66 The amide bonds form by a condensation reaction and nylon 66 is an example of a condensation polymer... 

This work was done while Roberts was at MIT He later moved to the California Insti tute of Technology where he became a leader in apply ing NMR spectroscopy to nu del other than protons especially and... 

Aspartame is the market leader among artifi cial sweeteners It is a methyl ester of a dipeptide un related to any carbohydrate It was discovered in the course of research directed toward developing drugs to relieve indigestion... 

There is more activity in dairy products than anywhere else in the food industry. Ice milk and fro2en yogurt, early leaders in the field, rose rapidly in sales then plummeted. Fat-free ice cream has been marketed, but final results are not yet available. Sales of these products have not cannibalized traditional ice cream (35). Standards for traditional ice cream call for a minimum of 10% butterfat. One fat-free ice cream product is prepared from nonfat milk (skim) and cellulose gum. Fat-free ice creams have encountered strong resistance in some segments of the retail trade. Retailers in Maine and New York, states with important dairy producing industries, refuse to sell such products (36). 

Asian production of hydrogen fluoride is concentrated in Japan. The Japanese are leaders in the production of high quaHty HP. Hashimoto has the capacity for 3000 t/yr of ultrahigh purity product. Por the future, increased production in many of the developing Asian nations is likely. 

BaUard Power Systems, the leader in the manufacture of PEEC stacks, has sold at least fifty 3- to 5-kW units worldwide. BaUard is involved in a program in Canada to demonstrate a 120-kW PEEC stack to power a transit 20-passenger, 9752-kg bus. Eor this demonstration, on-board compressed hydrogen, sufficient for 150-km range, is the fuel. 

Pervaporation has been commercialized for two appHcations. The first and most developed is the separation of water from concentrated alcohol solutions. GFT of Neunkirchen, Germany, the leader in this field, installed their first important plant in 1982. More than 100 plants have been installed by GFT for this appHcation (90). The second appHcation is the separation of small amounts of organic solvents from contaminated water (91). In both of these apphcations, organics are separated from water. This separation is relatively easy, because organic compounds and water, due to their difference in polarity, exhibit distinct membrane permeation properties. The separation is also amenable to membrane pervaporation because the feed solutions are relatively nonaggressive and do not chemically degrade the membrane. 

Prospects in the United States for deploying breeders on a large scale were bright when it was beHeved that rich uranium ore would be quickly exhausted as use of nuclear power expanded. The expected demand for uranium was not realized, however. Moreover, the utiliza tion of breeders requires reprocessing (39). In 1979 a ban was placed on reprocessing in the United States. A dampening effect on development of that part of the fuel cycle for breeder reactors resulted. The CRFBP was canceled and France and Japan became leaders in breeder development. 

Follow-Up. If no savings result, the effort has been wasted. Thus the audit leader must ensure that the potential of every good design idea is recognized by management and the project-generation channels of the company. 

Technology leaders face special challenges, ie, fewer resources, integration with the business, complexity, changing work relationships, and government pohcies and societal concerns. 

Where technology is central to competitive success, such a breakdown in the management of technology can become a serious threat to long-term corporate performance. This situation has created a challenging environment for technology leaders as they stmggle to reestabUsh their credibility and reassert their leadership in the business. 

Fig. 2. Issues facing R D leaders in the face of the global dispersion of R D (15).

The technology leader must recognize that in the context in which industrial R D is conducted, certain societal concerns over the perceived risks can make specific technologies, products, or processes unacceptable in the marketplace and render some technological innovation unfortunately irrelevant. 

Best Pra.ctices, Technology leaders must provide the direction for improving work processes as well as the work itself. They should seek the best known ways to carry out R D best practices. There is considerable advice available on best R D practices. 

Technology leaders must pioneer discontinuous/radical changes along with continuous/incremental innovations. Radical innovation estabUshes and periodically renews the competitive advantage incremental innovations sustain it. Pressures on the leaders are to focus on only the near-term incremental efforts. Technology leaders must, however, build the will within the business leadership to recognize that both are necessary (35). 

State-of-the-art equipment (2) leverage competencies, expertise, and resources across the firm ia an affordable way, ensuring knowledge flow ia shared areas of technical competencies (J) explore and develop new technologies, competencies, and busiaess options beyond the constraints of iadividual busiaesses (4) maintain a longer-term focus, separate from the day-to-day concerns of the business and (5) provide access to the world s best hires, technology leaders, consultants, and collaborators. 

In an environment in which all R D is decentralized in the business units, the technology leader s abiUty to manage this dual role becomes difficult if not impossible. 

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