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Industries and cases
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cross_participation.md

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OECD Economic Surveys: France 1997, page 121

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i40_maturity.md

Industrie 4.0 Maturity Index

As part of the study, we developed an Industrie 4.0 development path that starts with the basic requirements for Industrie 4.0 and supports companies throughout their transformation into learning, agile organisations. The path comprises six development stages. Each stage builds on the previous one and describes the capabilities required in order to attain it and the resulting benefits to the company (see Figure 5). It is important that the capability is built step-by-step, i.e. the benefits of the first stage can be achieved with a lower level of capability than stage two.

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ifrs_overview.md
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infra_multipliers.md

Литература

Evaluation

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rd_learn.md

Темы обучения

  • Управление, сквозная информация и визуализация: KPI и дэшборды
  • Тенденции НИОКР
  • Отраслевые кейсы в электроэнергетике и автомобильной промышленности

Oil and gas R&D

Italy’s Eni has developed a comprehensive approach to measuring the effectiveness of their R&D programme. Different business units focus on different types of innovation, and these are reflected in the company’s KPI’s.

The company’s metrics are divided into four categories—value generated (both tangible and intangible), portfolio efficiency and effectiveness, project efficiency and effectiveness, and strategic alignment. One example of tangible value is capex savings. This metric quantifies savings on capital costs (capex) achieved by applying the innovative technology instead of the best alternative technology available on the shelf. More intangible metrics include patents, publications, and transfer of know-how to other business units.

FT acticles:

General R$D

Dashboards

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