In medicine research , such a long time of 10-12 years is understandable because getting a drug developed and approved by the regulatory authrities is really a long drawn process involving a lot of clinical reasearch, trials first on animals and the on humans. In Electronics R & D the development cycles can now be shortened by using a lot of simulation studies, mathematical modeling and so on. An idea can be verified whther it is convertible to a viable product by using such tools. The only uncertainty remains is whether the competion will bring some rival idea into the market before you and kill your market.
R&D program of any product may take a minimum of 10-12 years provided it is not generic. Turning ideas to reality can be challenging because you have to prove to the market or the regulatory bodies that your product meets on applicable specs in the design of the idea. As old as the 3D technology had been in the market, continuous efforts and introducing of a new tech over 3D may completely render 3D technology obsolate
Well, 12-15 years is a lot! ... that obviously depends on what you are producing and the impact it will have.
Although my comment here is geared at the fact that independently of the time it takes R&D to have it ready, it's the marketing department that really has the final word (before the CEO, etc).
Products are probably years ahead of the market, and if you don't get the timing right, it will fail. Think of 3D, it's been around for years! (80s? before that?) and it failed. Thanks for Avatar and a few others before it, its the "in" thing now.
Most of the technologies are formed by years of Research and development by eminent engineers and scientists. We can’t predict the time frame and results for any R&D work, it can be a month to decades. It isn't a matter of technology. The biggest requirement is the desire, patience and willingness to devote the time and funds to develop the technology. Most of the companies, won’t like to invest a huge amount for R&D, because on their account this investments may not bring profit for them immediately and they considering it as dead money. Business peoples and companies want to role money on immediate basis with margins and profits.
By contributing more talented manpower and collaborative projects can accelerate and speed up the R&D works. In most of the casess sucess ratio is more than average, unless it is an invention.
What kind of ideas take 12-15yrs? It's hard for many to imagine, but Intel also claims that the 3D transistor is a product of a 10year research program
We don't seam to have looked into Intel's 3D transistor and its potential impact on the semiconductor industry. This is a 22nano device, ready to set the stage for the next generations of semiconductor chips.
That's a great point. I think it's highly important to consider the success of the products as well and not just the pace at which they are rolled out. Over the recent years we have seen a plethora of electronic products that have failed to make any significant mark. Another point to consider is the quality of these products. Are we really focusing on the quality as well, or simply neglecting it to keep up with the speed of development.
It is amazing that it takes 12-15 years for an idea to become reality. That is a lot of man hours and serious financial cost. Hopefully with the start up of these four branches, the time period for turning ideas into reality can be cut down dramatically. At least in this set up, there is a conglomerate of researchers and scientists working together towards common goals as opposed to these individuals working for separate companies and not being able to work jointly. These branches should allow us to see some results much quicker.
When it takes about 12-15 years for an idea to be materialised into a viable product or technology, and many millions of dollars and many decades of man years of effort is spent by the R & D companies on the convertion of the ideas into a product, it is worthwhile to know what has been the success rate of such efforts by these reputed R & D organizations and how do these organizations come to the conclusion that an Idea of today can give a viable solution tomorrow if suufient effort is put into its development? I am interested to know since many of us individuals get so many ideas everyday and just forget about them , thinking that it may not be possible to bring them to reality.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.