{"id":62161,"date":"2018-11-30T10:40:47","date_gmt":"2018-11-30T15:40:47","guid":{"rendered":"https:\/\/www.agribusinessglobal.com\/?p=62161"},"modified":"2019-10-01T09:56:40","modified_gmt":"2019-10-01T13:56:40","slug":"crop-protection-how-to-lead-innovation-in-rd-teams-part-5","status":"publish","type":"post","link":"https:\/\/www.agribusinessglobal.com\/pt\/agrochemicals\/crop-protection-how-to-lead-innovation-in-rd-teams-part-5\/","title":{"rendered":"Prote\u00e7\u00e3o de Cultivos: Como Liderar a Inova\u00e7\u00e3o em Equipes de P&D (Parte 5)"},"content":{"rendered":"

Nota do editor:<\/strong> Este \u00e9 o quinto de sete artigos de uma s\u00e9rie sobre Gest\u00e3o Estrat\u00e9gica de P&D em AgChem e BioScience a ser publicado no AgriBusinessGlobal.com. Para uma lista completa dos artigos, Clique aqui<\/a>.<\/em><\/p>\n

No artigo anterior<\/a> nesta s\u00e9rie sobre Gest\u00e3o Estrat\u00e9gica de P&D em AgChem e BioScience, aprendemos como a Ind\u00fastria SMART-TECH se baseia na proposta de valor das ind\u00fastrias de BioPesticida para criar um novo \u201cOceano Azul\u201d em Prote\u00e7\u00e3o de Cultivos. Neste artigo, aprenderemos como liderar a inova\u00e7\u00e3o em equipes de P&D.<\/p>\n

Para gerenciar com sucesso o interface cr\u00edtica entre estrat\u00e9gia (vis\u00e3o) e execu\u00e7\u00e3o <\/em>para portf\u00f3lios de inova\u00e7\u00e3o, \u00e9 necess\u00e1rio introduzir uma estrutura de desenvolvimento iterativa, baseada em contribui\u00e7\u00f5es e inclusiva para promover a inclus\u00e3o e a ades\u00e3o de equipes de especialistas.<\/p>\n

Como podemos garantir uma cultura de express\u00e3o?<\/strong><\/h2>\n

Tradicionalmente, as empresas de prote\u00e7\u00e3o de cultivos implementaram um m\u00e9todo cl\u00e1ssico carreira de gest\u00e3o<\/em>. Neste sistema, cientistas competentes em P&D s\u00e3o promovidos a cargos de gest\u00e3o, e \u00e9 a partir desses cargos que s\u00e3o feitas contribui\u00e7\u00f5es para a estrat\u00e9gia empresarial.<\/p>\n

Infelizmente, nem sempre os especialistas mais competentes se tornam os melhores gerentes ou estrategistas, e \u00e9 bastante comum que cientistas excelentes alcancem cargos de ger\u00eancia e, posteriormente, deixem a empresa para retornar ao trabalho.<\/p>\n

Alternativamente, cientistas talentosos podem recusar promo\u00e7\u00e3o para cargos gerenciais, e sua contribui\u00e7\u00e3o para decis\u00f5es estrat\u00e9gicas \u00e9 perdida.<\/p>\n

A introdu\u00e7\u00e3o de um carreira de especialista<\/em> (paralelamente \u00e0 carreira de gest\u00e3o em um sistema de carreira dupla) \u00e9 uma maneira de fornecer a cientistas experientes e talentosos a oportunidade de contribuir para a estrat\u00e9gia de neg\u00f3cios em n\u00edvel gerencial, sem as restri\u00e7\u00f5es de uma carreira gerencial.<\/p>\n

\"Crop

Figura 1: Sistema de carreira dupla.<\/p><\/div>\n

Aqui, cientistas talentosos progridem dos n\u00edveis de Cientista S\u00eanior e Cientista Principal at\u00e9 a posi\u00e7\u00e3o de Pesquisador Associado, n\u00edvel em que t\u00eam a mesma oportunidade de fornecer informa\u00e7\u00f5es estrat\u00e9gicas que um Diretor de P&D, por exemplo.<\/p>\n

Como promovemos iniciativas de baixo para cima?<\/strong><\/h2>\n

Estruturas convencionais de desenvolvimento incremental baseadas em resultados s\u00e3o apropriadas para o gerenciamento de projetos de desenvolvimento incremental (convencional), e medidas de desempenho baseadas em resultados, como KPIs, s\u00e3o f\u00e1ceis de definir.<\/p>\n

No entanto, estruturas incrementais podem dificultar o processo iterativo de P&D da inova\u00e7\u00e3o, e KPIs e incentivos de b\u00f4nus frequentemente se mostram prejudiciais ao processo de inova\u00e7\u00e3o. Simplificando, b\u00f4nus nem sempre motivam cientistas.<\/p>\n

\"Crop

Figura 2: Medi\u00e7\u00e3o de desempenho baseada em insumos em uma Estrutura de Gest\u00e3o Inclusiva.<\/p><\/div>\n

Para projetos de inova\u00e7\u00e3o, medidas de desempenho baseadas em entradas<\/em> pode ser mais apropriado, embora a identifica\u00e7\u00e3o e quantifica\u00e7\u00e3o dessas medidas de desempenho sejam desafiadoras para muitas empresas.<\/p>\n

Um exemplo de medida apropriada poderia ser a quantifica\u00e7\u00e3o e o reconhecimento do aprendizado fornecido ao projeto ou empresa pelo indiv\u00edduo.<\/p>\n

Para projetos de inova\u00e7\u00e3o baseados em insumos, um dos objetivos da medi\u00e7\u00e3o do desempenho \u00e9 fornecer um meio para encerrar o processo de inova\u00e7\u00e3o (por exemplo, definindo um produto m\u00ednimo vi\u00e1vel<\/em>).<\/p>\n

Como lideramos e motivamos equipes de especialistas?<\/strong><\/h2>\n

A inova\u00e7\u00e3o e a inclus\u00e3o de expertise da camada organizacional de \u201cexecu\u00e7\u00e3o\u201d ou \u201cpara baixo\u201d implicam reconhecer e legitimar a inova\u00e7\u00e3o e as contribui\u00e7\u00f5es de aprendizagem como uma medida de desempenho baseado em contribui\u00e7\u00f5es.<\/p>\n

Ao mesmo tempo, expectativas claras de inova\u00e7\u00e3o independente e individual devem ser inclu\u00eddas nas descri\u00e7\u00f5es de cargos de P&D.<\/p>\n

\u201cN\u00e3o faz sentido contratar pessoas inteligentes e depois dizer a elas o que fazer. Contratamos pessoas inteligentes para que elas nos digam o que fazer.\u201d\u00a0<\/em>\u2013 Steve Jobs<\/em><\/p>\n

Os especialistas em I&D devem ter sempre a liberdade de desafiar o quadro de I&D existente, para garantir a integra\u00e7\u00e3o \u201cde baixo para cima\u201d (por exemplo, atrav\u00e9s da avalia\u00e7\u00e3o cr\u00edtica da composi\u00e7\u00e3o do grupo de projetos).p): \u201cA biologia est\u00e1 adequadamente representada em todo o plano de tempo do projeto?\u201d e \u201cOs crit\u00e9rios de avalia\u00e7\u00e3o tamb\u00e9m medem a aprendizagem?\u201d.<\/span><\/p>\n

Em vez de b\u00f4nus monet\u00e1rios, a equipe de P&D pode ser mais motivada por meio da disponibiliza\u00e7\u00e3o de tempo para que eles busquem iniciativas de inova\u00e7\u00e3o n\u00e3o relacionadas a projetos, oportunidades de publica\u00e7\u00e3o cient\u00edfica e maior acesso a congressos e confer\u00eancias cient\u00edficas n\u00e3o diretamente relevantes para o neg\u00f3cio principal da empresa.<\/p>\n

Maior flexibilidade nos hor\u00e1rios e locais de trabalho para a equipe de P&D, bem como maior autonomia, tamb\u00e9m provaram ser motivadores eficazes.<\/p>\n

Por fim, a inclus\u00e3o vis\u00edvel de contribui\u00e7\u00f5es de P&D em decis\u00f5es estrat\u00e9gicas de neg\u00f3cios, incentivando uma cultura de express\u00e3o e promovendo iniciativas de baixo para cima, \u00e9 um fator essencial para garantir a motiva\u00e7\u00e3o de equipes de especialistas.<\/p>\n

Neste pr\u00f3ximo artigo desta s\u00e9rie, aprenderemos sobre Gerenciamento de Processos de Inova\u00e7\u00e3o em P&D.<\/strong><\/p>\n

Obrigado por ler. Sinta-se \u00e0 vontade para ler e compartilhar meus outros artigos<\/a>.<\/p>\n

\n

Se voc\u00ea achou este artigo interessante, voc\u00ea encontrar\u00e1 mais informa\u00e7\u00f5es \u00fateis em GEST\u00c3O ESTRAT\u00c9GICA DE P&D: AGCHEM & BIOSCIENCE<\/a> por Harry Teicher. Destinado a gerentes, pesquisadores e outros que desejam entender aspectos estrat\u00e9gicos b\u00e1sicos da Prote\u00e7\u00e3o de Cultivos, este livro \u00e9 uma introdu\u00e7\u00e3o facilmente acess\u00edvel aos princ\u00edpios essenciais da Gest\u00e3o Estrat\u00e9gica de P&D.<\/em><\/p>\n

\"Crop<\/a><\/p>\n

Para mais informa\u00e7\u00f5es, visite SOLU\u00c7\u00d5ES EM BIOSCI\u00caNCIA<\/a> \u2013 contribuindo para o desenvolvimento de solu\u00e7\u00f5es sustent\u00e1veis de prote\u00e7\u00e3o de cultivos, fornecendo gerenciamento estrat\u00e9gico independente de P&D e suporte cient\u00edfico para empresas de AgChem e BioSolutions que desenvolvem produtos baseados em ci\u00eancia.<\/em><\/p>","protected":false},"excerpt":{"rendered":"

Nota do editor: Este \u00e9 o quinto de sete artigos de uma s\u00e9rie sobre Gest\u00e3o Estrat\u00e9gica de P&D em AgChem e BioCi\u00eancias\u2026<\/p>","protected":false},"author":110,"featured_media":61952,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[4],"tags":[1702],"class_list":["post-62161","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-agrochemicals","tag-strategic-rd-management"],"yoast_head":"\nCrop Protection: How to Lead Innovation in R&D Teams (Part 5) - AgriBusiness Global<\/title>\n<meta name=\"description\" content=\"Editor\u2019s note: This is the fifth of seven articles in a series on Strategic R&D Management in AgChem and BioScience to be published on\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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