R&D+ i Strategic Management in a Public Company in the Brazilian Electric Sector

Abstract

The purpose of this paper is - by reporting an experience of structuring processes and tools related to the strategic management of R&D in the electricity sector – to show the conditions and potential for improved efficiency, efficacy, and effectiveness in the R&D program set by ANEEL. The methodology is action research. This is because the proposed and tested model is the result of reflection and resolution of critical organizational issues, applied in a public company in the electric power sector. Act No. 9,991 of July 24, 2000 provides for the obligation on the part of concessionaires, permittees, and licensees in the electric power sector to invest part of their operating revenue in research and development (R&D). For the effective implementation of these legal obligations, companies prepare their annual R&D programs, comprising projects that aim at developing innovative solutions for their processes and increasing business efficiency. However, the urgency to comply with the contractual provisions, coupled with the small amount of experience most companies have when it comes to carrying out R&D activities and projects, has led to the gradual formation of a mode of R&D implementation and management that does not favor its optimization and alignment with the goals the utility companies and the sector’s own technological development . The approach proposed in this paper consists of structuring the processes and tools related to the management of R&D driven by innovation (R&D+i) and aligned with with the business strategy. These processes include the adoption of procedures and tools to manage structured, integrated decision-making flows involved in the innovation process, aiming at full alignment with business goals and objectives

An intergenerational competency framework: Competencies for knowledge sustainability and start‐up development in the digital age

“…• Conscientiousness: Passion for an effective accomplishment of organizational objectives (Arafeh, 2016;Bacigalupo et al, 2016;Bala et al, 2017;Blackburn et al, 2003;de Quadros Carvalho et al, 2013;Dijkman et al, 2016;Dimitratos et al, 2014;Duhan et al, 2001;Hertel et al, 2006;Li et al, 2016;Markham & Lee, 2013;Ojala, 2016;Sánchez, 2013). Moreover, conscientiousness was classified as top 10 competency in commercialization process (9th place).…”

“…Growth virtue must be present to develop and innovate further amid religion's global innovation and intergenerational cooperation challenges. Goldsmith & Eggers, 2005;Kyndt & Baert, 2015;Lans et al, 2010;Li et al, 2016;Lim et al, 2013;Martins & Terblanche, 2003;Nielsen, 2015;Ojala, 2016;de Quadros Carvalho et al, 2013;Rasmussen et al, 2011Rasmussen et al, , 2014Reid et al, 2014;Reid & Brentani, 2015;Watts et al, 2013;Wu, 2009). Moreover, foresight thinking was classified as top 10 competency in ideation (4th place)…”

Innovation climate, human capital and dynamic capacities: interrelations between innovation antecedents

“…For Borchardt and Santos (2014), innovation is supposed to involve serious and effective efforts from the top management, including a resource allocation model which reflects the priority established for innovation. Among other things, the innovative process depends on the organizational ability to explore resources and also on the entrepreneurial and leadership capacities at both managerial and technical levels (Carvalho, Santos, & Neto, 2013).…”

Agile Product Development: Features Identification and Application in the Electricity Sector

“…Using Agile features, such as constant meetings and quick feedbacks showed to be helpful in dealing with compliance due to better alignment and documentation. For the Brazilian electricity sector, using Agile to manage R&D projects may help in overcoming the challenges presented by Carvalho, Santos and Barros Neto (2013), guaranteeing better managerial structure, increased alignment with the corporate strategy, more innovative outputs and technologies being brought from research centres to real application. It also may provide opportunities for new players (such as startups) to participate actively in such kinds of projects.…”

“…The emergence of new technologies -such as more powerful energy storage systems, decentralised distribution networks, and new sources for capturing energy -are drawing attention to innovation and new product development. The Brazilian electricity sector-meaning generation, transmission, and distribution of electric energyfaces the following limitations in its R&D practices: (i) unstructured R&D processes, (ii) lack of alignment between R&D and the company's strategy, (iii) partnerships being developed in an informal way, (iv) incremental mindset and short-term focus, (v) lack of well trained and motivated project managers, and (vi) theoretical projects rather than technologies being applied within the market (Carvalho, Santos and Barros Neto, 2013). Worldwide there is a similar understanding that R&D efforts in energy should be improved to overcome challenges on early-stage technologies and its widespread absorption (Sagar and Van der Zwaan, 2006).…”