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Note: This is a guest blog post authored by Blake McCracken, VP of Marketing at McCracken Alliance.
Research & Development (R&D) is no small line item for major companies. Amazon spent over $40B on R&D in 2020, and the top 5 spenders spent well over $100B combined. These investment dollars evidence the value companies place on innovation and the effort to stay at the forefront of their respective industries. The CFO’s role is central to the evaluation and decision-making involved in the R&D process.
R&D refers to the systematic activities that companies engage in to innovate and introduce new products, services, or processes, or to improve existing ones. R&D drives competitive advantage for individual companies and shapes the trajectory of entire industries. However, as crucial as R&D is for breakthroughs and advancements, it also presents a significant financial commitment.
Enter the role of the Chief Financial Officer (CFO): tasked with ensuring that the company's innovative pursuits are both financially sustainable and strategically aligned with long-term goals. In this article, we discuss how CFOs navigate the intricacies of R&D investment, ensuring their companies reap the benefits of innovation while safeguarding their financial stability.
R&D can be categorized based on its purpose, potential outcomes, and the stage of development.
This is the foundational research that aims to increase understanding of fundamental principles. It doesn't necessarily have any immediate commercial objectives, but rather seeks to gather knowledge for knowledge's sake. For example, a study to understand the properties of a new material without any specific application in mind.
Unlike basic research, applied research is directed towards a specific goal. It takes the findings of basic research and applies them to discover ways to address real-world problems. An example might be using knowledge about a new material to improve the performance of a battery.
Once applied research provides a prototype or a framework, developmental research refines the product or process to prepare it for commercial production. For instance, after discovering a new battery technology, developmental research might involve creating a marketable battery product that can be mass-produced.
This involves the systematic use of existing knowledge for the production of new or substantially improved materials, devices, products, or processes. It goes beyond mere refinement and aims to innovate by applying known techniques in novel ways.
The value proposition of Research and Development (R&D) revolves around future-proofing a business. It is the vehicle through which companies not only innovate but also anticipate market shifts, customer needs, and disruptions. Key R&D value propositions are as follows:
The CFO is responsible for establishing metrics related to these value propositions that support the company’s evaluation of R&D investment opportunities.
Strategic planning is crucial for the success of any R&D initiative. It aligns research efforts with the broader business goals and ensures optimal utilization of resources. Here are some key considerations when crafting a strategic plan for R&D:
Alignment ensures that every research effort and developmental project directly contributes to the organization's overarching goals and vision. For instance, if a company's objective is to penetrate a new market segment, the R&D team should focus on innovations tailored to that segment's specific needs and preferences.
Conversely, if the goal is to enhance the efficiency of existing products, then R&D should be geared towards refining and optimizing current solutions. By consistently tying R&D pursuits to clear business objectives, companies ensure that their investments yield relevant, impactful, and measurable results.
Through market research, companies can identify gaps in the current market, pinpoint emerging needs of their target audience, and forecast potential shifts in consumer behavior. This data acts as a compass, guiding R&D teams towards innovations that resonate with market demand and increase the probability of success.
The market research industry itself is large as companies ….
By actively involving those who have an interest in the company's R&D pursuits, businesses can harness diverse perspectives, insights, and feedback. This engagement process, whether it involves internal teams, shareholders, customers, or even the broader community, helps in refining ideas and ensuring that proposed innovations align with stakeholder needs and expectations. Maintaining open channels of communication with stakeholders builds trust, as they feel valued and included in the company's journey.
Determining the appropriate amount and source of funding can be challenging. While internal funding from company revenues is a common method, external sources like grants, partnerships, and investors can also be explored. Companies of all sizes engage in R&D, regardless of whether or not they have a full-time CFO. Smaller organizations may choose to engage a fractional CFO to support them in managing R&D initiatives and other projects.
By funding the project internally, businesses can invest in R&D without relying on external sources, ensuring that they maintain full control over their projects. Using internal resources can also evidence a strong commitment to R&D, signaling to stakeholders that the company prioritizes long-term growth and technological advancement.
External funding sources can include venture capital, grants, partnerships, or loans specifically earmarked for innovation. Leveraging external funds can provide companies with the means to pursue larger or more ambitious R&D projects. However, it may also come with certain stipulations or expectations from the funding stakeholders, making it essential for businesses to carefully evaluate the terms and potential impact on their R&D agendas.
Tax incentives like R&D credits can significantly offset R&D costs. R&D tax credits provide businesses an incentive to invest in innovation and remain at the forefront of their industries. Companies can claim a credit for a portion of their qualified research expenses, directly offsetting tax liability. Businesses of all sizes can benefit from these credits. Companies are best advised to work with tax professionals who understand which R&D activities meet the IRS's specific qualification criteria and reap the full benefits of the credit.
A CFO doesn't merely view R&D from a budgetary perspective; they examine it in the broader context of the company's financial health and long-term strategy. Everything we have discussed so far can help inform the ROI potential of a given research and development project. Understanding the market, stakeholders’ needs, and funding opportunities all have an impact on the strategic direction of a company's R&D efforts. Companies should also forecast tangible metrics like:
The opportunity cost of selecting one R&D effort from another may be determined by other intangible factors such as the adaptability of the project. If the company is uncertain about the stability of market needs, how quickly can the project pivot if needed? Similarly, the ability to safeguard developments through patents and other intellectual property rights can significantly influence the course of R&D strategy. Not all ideas receive the same likelihood of protection under the law.
R&D investments inherently carry risks. From the uncertainty of outcomes to the potential for sunk costs, navigating the R&D landscape requires a strategic approach to risk management.
A critical starting point is understanding and categorizing risks. Some risks are technical, arising from the unpredictability of experiments or prototypes. Others are market-based, stemming from changing consumer preferences or unforeseen competitive moves. There are also financial risks, especially when significant capital is deployed with a long time horizon before any potential returns.
Once risks are identified, they need to be quantified. By assessing the potential impact and likelihood of each risk, businesses can prioritize their management efforts. This process often involves creating financial models that play out various scenarios, helping decision-makers understand potential outcomes and their implications.
Mitigation strategies are essential. For technical risks, this might involve setting up pilot programs or staged development processes to validate assumptions before full investment. For market risks, continuous market research and feedback loops can keep R&D efforts aligned with rapid developments in consumer needs and industry trends. Financial risks can be managed through diversified investment portfolios in R&D, ensuring not all resources are tied to a single project.
Lastly, it's essential to maintain a culture of adaptability. The R&D landscape is ever-evolving, and the ability to pivot based on new information or changing circumstances is crucial. By embedding risk management into the R&D process, companies can balance their drive for innovation with long-term sustainability.
The ongoing assessment of R&D activities guides decision-making and resource allocation as it relates to current and developing projects.
Initially, the CFO will establish clear performance metrics and benchmarks. These metrics offer tangible indicators of progress and can highlight potential roadblocks. Periodic reviews provide an opportunity to assess alignment between the project's trajectory and the company's evolving strategic objectives. This alignment check ensures that the R&D activities remain relevant and that deviations from the intended path are promptly addressed.
Feedback loops play a significant role in this evaluative process. By engaging with various stakeholders, from R&D teams to market analysts, businesses can gather a wide range of perspectives on the effectiveness and relevance of their R&D initiatives. This collective feedback can lead to valuable insights, ensuring the R&D project's continued relevance and potential for success.
Lastly, a post-project review upon the completion of significant R&D milestones can provide lessons for future efforts. By assessing both successes and challenges of a project, organizations can refine their strategies, enhance their processes, and better position themselves for future innovation success.
Striking the right balance between fostering innovation and maintaining financial health is no small feat. CFOs play a pivotal role in this balancing act, ensuring that strategic planning, risk management, and the evaluation of outcomes align with the company's broader objectives. By understanding the nature of R&D investment, from funding to stakeholder engagement, companies can harness its full potential and achieve sustainable success in an ever-evolving market.
Discover how McCracken Alliance empowers CFOs to master the delicate art of fostering innovation while safeguarding financial stability. Learn more here.
Blake McCracken is the VP of Marketing for McCracken Alliance. With a keen understanding of consumer behavior and market trends, Blake excels at developing innovative strategies that resonate with target audiences.
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