Your R&D team is facing disruptive market trends. How do you keep their morale and focus intact?

In my experience, product leader Fortune 100 companies, employ consumer/market research groups to proactively study global mega trends and identify the disruptive trends ahead of competition. I have led R&D teams that integrated into the consumer research groups to be able to pioneer disruptive innovation ourselves or face the business threats from innovative startups if we did nothing. I have often found that very big companies do-not simply “miss disruptive trends”, rather they suffer from them because of “they knowingly ignored them” due to lack of vision or over-confidence. When a company faces disruptive business threat, the best way out is “open innovation” which involves rapid utilisation and management of external resources.

Dans un environnement où les tendances de marché sont en constante évolution, maintenir le moral et la concentration de l'équipe R&D est primordial. Nous avons adopté une approche centrée sur la communication ouverte et la reconnaissance des efforts. Des réunions hebdomadaires permettent de partager les réussites et d'adresser ensemble les défis. De plus, des ateliers de créativité sont organisés pour stimuler l'innovation et renforcer la cohésion d'équipe. L'accent mis sur le bien-être, avec des horaires flexibles et des formations, assure que chacun se sente valorisé et motivé, garantissant ainsi que nos projets restent alignés avec les besoins changeants du marché.

Maintaining morale and focus within any team facing disruptive market trends is a challenge. My approach is often a balance of acknowledging the external pressures while fostering a positive and innovative environment. It is easy to allow a silo effect to take place during turbulent times; however, being proactive in daily communication, shared vision, and a relentless pursuit of knowledge tends to soothe ripples in a team by building resilience and adaptability to future conditions seemingly outside our control. Further, by emphasizing the opportunity inherent in disruption, and by providing the necessary support and resources as a leader, we have the ability to empower each other and emerge with new tools to reach beyond future hurdles.

Actually I don’t necessarily agree that setting goals is always the answer. Sure - people need to be aware of the values, directions and goals of the company. But creating specific goals is viewed nowadays as a corporate trap. Not a tool for progress, but a way to hinder advancement and salary progression. My experience tells me that when the market gets difficult - setting goals and putting more pressure on people might not be a good idea. Instead - offer people a good and balanced environment. Compliment your team not only when milestones are achieved. Offer steady and exciting work to keep people engaged. Offer people a sense of belonging and be wary of their needs.

SME's can only set SMART goals by being aware of the market realities in their field of activity. SME's who follow market realities in their domain are well positioned to set SMART goals. They must also be capable of realigning their goals as new market realities emerge.