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Responsibilities: The PM defines program work plans in accordance with the Discovery Plan. He/she |
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manages the program budget and progress and assigned program resources |
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guarantees the correct analysis of the patent situation |
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promotes the positive image of Bracco in the scientific community is responsible for preparing and sponsoring the business case. |
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All Bracco R&D employees are now organized in a Project or Program with complete accountability and transparency of resources. The thinking process in Discovery is changing from one directed towards fulfilling a task to one of reaching a milestone. |
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VI.
Philosophy of the Change Process |
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Bracco is a traditional company. Business decisions (and all other decisions) are usually made after a period of maturation. They are based on in-depth analysis and experience and are rarely influenced by managerial fashions. This culture is also reflected in the stepwise introduction of changes in R&D management. |
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The nomination of the first Project Leader was a true trial run and, if it had been unsuccessful, could easily have been undone. Its success, however, encouraged expanding the Project Leader concept to incorporate seven project team leaders and the nomination of a dedicated Director, etc. |
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Seven development projects were closely observed by management and their strengths and shortcomings analyzed. This resulted in the Group leaping to Step 4. |
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Steps 13 can be described as a forced evolution, forced by the immense growth and internationalization of Bracco. These changes were, at least to some extent, reactive. |
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Step 4, however, is proactive, directed to the future. In fact, the fundamental reengineering of all R&D functions is a small revolution. Comforted by the positive experience in the previous evolution, the Bracco corporation had committed itself to a new R&D approach. |
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