More precisely, it was the age of the Balanced Business Scorecard. But as with other management innovations over the last fifty years, many tried it, but few succeeded at it. Yet the fundamental reasoning underlying the scorecard movement remains sound. Additionally, in order to provide more rapid feedback as well as to strengthen linkages to needed development process improvement programs, 'process-level' metrics are being implemented within the Inkjet Technology Platforms division. Innovation and research output on the West Coast has overtaken traditionally stronger areas on the East coast.
Most science is produced in networks of researchers collaborating across institutional boundaries.
From the local perspective, public sector science can have an enhanced impact on in-state technology. Companies measure hundreds of things, all the time, but don't seem to achieve their desired results, can't affect a desired change, or worst of all, move things in the wrong direction. DuPont businesses have used a wide variety of measures over the years and have found some that work well, some that don't, and some that work in unexpected ways. Using specific examples from various DuPont businesses, this talk will provide you with concise descriptions of the types of metrics to consider and practical tips for selecting and using those metrics. Actual cases will illustrate how your choice of metrics can help or hinder you in quantifying performance, justifying decisions, balancing your portfolio, and managing product development.