R D organisation

Market and actors Relevant actors (e.g. chemicals manufacturers and downstream users, enterprises, R D, organisations, state, seienee) and type of market (form and intensity of eompetition, Fordist/quality-differentiated B2B or B2C 3 = eonsumer market, supply or demand dominated) Who is predominant (the system leader) Who performs which role in the ehain What business volume is at stake What are the substance quantities What about imports/exports What are the market shares of the various solution options What is the relative eontribution offered by the partieular substanee to the overall eosts of eanying out the funetion ... 

CChem FRSC (UK) Former Director of Materials Defence R D Organisation DRDO House, New Delhi, India email jpa vsnl.com... 

The Skills Base in any R D organisation is made up from the talents of the people who work within the group, i.e. it is a summation of their individual competencies. In the first part of Section A the importance of matching the R D Skills Base to the needs of the business was described. Having defined this Skills Base, it is the task of the R D Manager to ensure that the scientists and technicians, who are its constituent parts, continue to develop, so that they are able to perform at the level required to meet the group s objectives. 

Look at the claim from Pfizer to be the company with largest global pharmaceutical R D organisation [B-38]. 

It would be a very poor R D organisation that was not both creative and innovative. That said, creativity and innovation are easily stifled or destroyed even in formerly effective groups. Like tender plants they only flourish in a suitable environment and are in need of constant nourishment, as is discussed in Section B. There are many actions that a Manager can take to help nurture the process of creativity and innovation and create the right climate in which chemists and other scientists can operate. To assist in this process the Manager needs to understand the characteristics of creative individuals and also the various pathways from creativity to innovative products or processes. A description of these and the techniques and aids involved forms the body of the first part of this Section. 

Internal compound collections within the pharma indnstry reflect the history of that company s clinical focns. As a result legacy collections are often narrow in diversity and even narrower in snb-structnre. In order to increase diversity in terms of both strnctnre and pharmacophore profdes, commercial library providers are able to snpply millions of previonsly unreported compounds that have novel struc-tnres and that explore new regions of chemical and pharmacophore space. With the universe of theoretically possible small molecules conservatively estimated to be 10 ° compounds and with on the order of 60,000,000-120,000,000 being available on the shelves of screening facilities worldwide it is easy to see why R D organisations are attracted to external sources for novel chemical samples - there are plenty to choose from. However, it is obvious that even the commercially available compounds, are just a very small drop in a very large ocean of potential small molecules. 

In each of the generic areas listed above diere are collaborative activities between either or both the design and R D organisations. This includes specific joint tasks between European and Japanese design companies in each area, and generally on the safety fimctions between European and Russian companies. In the development and validation of codes there are a number of shared activities between the R D organisations. 

The EFR project at the end of the Concept Validation Phase has matched the ambitious expectations of the customer utilities, lliis has been achieved as a result of the partnership between the design companies, the R D organisations and the utilities. The success of tte project is a shining example of European cooperation. 

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