Cargando…
Food Industry R & D : a New Approach.
Research and development represents a vast spread of topics and can be an arena for controversy. In academia, such controversy may stem from conflicting interpretations of data and subsequent conclusions, the question of who was first to discover a particular finding and whether or not the said find...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Somerset :
Wiley,
2016.
|
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Title Page ; Copyright Page; Contents; About theÄuthors; Foreword; Preface; Acknowledgment; Part 1 What we have today and how we got here ; Chapter 1 A typical food R & D organization: Personal observations ; 1.1 Introduction; 1.1.1 Business people always know better; 1.2 A Look Back inẄonderment; 1.2.1 Innovation is everyone's business; 1.2.2 Let's goändḧave aÈdrink; 1.2.3 Never give upändÈcontinue toḧope; 1.3 A Look Back to the Beginnings of a Typical Food Industry R & D ; 1.3.1 It all starts withäÈgreat idea; 1.3.2 People were frightened; 1.3.3 Are weÈdepleting our resources?
- 1.3.4 Focus, focus, focus1.3.5 A historic perspective; 1.3.6 Let's cut costs; 1.3.7 Food industry has simple andẗangible goals; 1.4 From Single andÈLarge toÈMultiple andÈComplex; 1.4.1 Nutrition has growing pains; 1.4.2 The new risk management approach: Many projects; 1.4.3 Too many projects? No problem, reorganize; 1.5 Why Does the Food Industry Need R & D After All? ; 1.5.1 Million dollar answers toẗheÈmillion dollar question; 1.5.2 Here weÈgo: Justifications; 1.5.3 Because weÈcan is aÈgreat reason!; 1.5.4 New product development is everything, or is it not?; 1.5.5 Consumer is king.
- 1.5.6 It's all about long-term thinking, stupid 1.6 Summary andÈMajor Learning; REFERENCES; Chapter 2 A typical food R & D organization: The world consists of projects ; 2.1 All R & D Work Is Project Based ; 2.1.1 Project has many meanings; 2.1.2 Third-generation R & D ; 2.1.3 Strategic business units became popular; 2.1.4 Organization is everything; 2.1.5 Freeze theÈproject design; 2.1.6 How free can youÈbe?; 2.1.7 Small is beautiful; 2.1.8 pipelines; 2.1.9 Try it out first; 2.2 Project Management; 2.2.1 Manage or lead? Manage andÈlead; 2.2.2 Select theÈright project andÈdeliver.
- 2.2.3 Teamwork is not everything, it's theönly thing!2.3 All Projects Are Sponsored; 2.3.1 SBUs: TheÈnew, old kid onẗheÈblock, happy anniversary!; 2.3.2 Accountability andÈresponsibility: AÈ"repartition" ofÈroles; 2.3.3 SBU demands, R & D delivers ; 2.3.4 A brief comes fromäbove; 2.4 The Predictable Organization; 2.4.1 First ritual: Research theÈconsumer; 2.4.2 From "business scenario" toÈ"business plan"; 2.4.3 More rituals; 2.4.4 Projects never seem toÈdie; 2.4.5 It's all about results; 2.5 Valuation ofÈProjects; 2.5.1 Your project could have delivered more!; 2.5.2 That's what others invest.
- 2.5.3 Sell your project better: Start by explaining it soẗhat everyone can understand it2.5.4 Communication is king!; 2.5.5 Speed is everything; 2.6 Summary andÈMajor Learning; References; Chapter 3 A critical view of today's R & D organization in the food industry: Structures and people ; 3.1 A Typical Setup of a Food R & D Organization ; 3.1.1 New idea? Let's wait; 3.1.2 Food is aÈconservative beast; 3.1.3 Small is beautiful, or is it not?; 3.1.4 Ingredient is king; 3.1.5 Quality andÈsafety are not everything, they're theönly thing!; 3.1.6 Technologies are always product related.