When described in this way, the process of generating research becomes a purely administrative one, distinct from the academic process of actually doing the science of research. They follow parallel tracks, where the business part of supporting research is decoupled from the academic part of doing research. A compelling feature of this separation is a new-found flexibility for academic programs and departments. Biomedical science and teaching are moving toward interdisciplinary efforts, with traditional boundaries between departments becoming less distinct. Separating the business of research from the science of research will allow this migration to occur more naturally.
Unity is key.
The transition to a process-based organization demands a change in cultural beliefs and habits. Involvement, information,incentives, education and training all serve to lower the anxiety level of those affected by change. A lukewarm response from key executives is a certain death knell. To succeed, the new design must be placed at the top of the corporate agenda. Considerable resources may have to be invested in new technology and support systems.