ABSTRACT
In science and technology (S&T)-based organizations, the main focus is on technical innovation. Depending on the industry, research and development (R&D) budgets can range from 0% to 3% of revenues. In S&T-based organizations, however, technical innovation is a matter of survival, and R&D budgets are often 5%–10% of revenues. In any S&T-based organization, there are seven critical business processes that must be executed flawlessly to ensure high performance and achievement of the organizations' vision. The Performance Trilogy is a useful tool for these processes, as they each involve leading the development and communication of a strategy; managing the execution of that strategy; and coaching independent-minded staff to perform. The overall process of staff development and renewal starts with succession planning. Succession planning is the foundation of organizational development that underpins the entire process. Team rosters are developed with succession planning in mind and backup players for each of the key positions.
