The corporate road-map—Planning at Babcock & Wilcox

This article reports on the status of the planning program at Babcock & Wilcox. The article is divided into three parts. The first section describes the theory and structure of the B&W Corporate Strategic Plan and the plans that comprise it; the second section discusses what characterizes a good plan; and the third previews what might be in store for the Company.     

R & D and corporate planning in government

David Peretz is in charge of the Economics Section of the Inter-Bank Research Organization, London. Before that he served as an administrative civil servant in the Ministry of Technology, being for some of that time attached to the Programmes Analysis Unit (PAU) at Harwell, and concerned with studies of the organization of government industrial R & D establishments.

This article is based on a paper submitted—in their personal capacities—by the author and James Robertson (Director of IBRO) to the Government in February 1972. This paper was in turn inspired by the Government's publication of Lord Rothschild's report on ‘The Organization and Management of Government R & D’.

Like other large organizations, governments are having to come to grips with the interaction between long range planning and R & D activities. Changes are called for both in the methods of choosing priorities for R & D projects and in the organization of the Government's own research resources. The implications of ‘corporate’ planning for Government science have yet to be fully recognized.     

Globalizing R & D around centres of excellence

Traditionally, foreign R & D has been confined to a limited role within the technological innovation process of multinational enterprises (MNEs). Recent surveys have shown that global R & D, i.e. the location of research and development labs in different countries, is growing. This paper analyses R & D globalization strategies and the decisions to locate R & D abroad. A framework for locating R & D facilities is presented, which is based on an investigation of the practices used in twelve multinational corporations.

Global R & D strategies depend on whether the firm is research-oriented or development-oriented; in other words, whether the firm's strength lies in research or development. The concept of an R & D centre of gravity is introduced. Locational decisions are affected by many factors, some relate to R & D and others relate to the firm and its environment.