Industry data indicates external technology submission reviews can take 4-6 weeks, and will overwhelmingly culminate in a rejection decision. Valuable corporate resources are expended on these reviews. With annual submissions per company continuing to climb, I suggest that companies should consider ways to review and reject them much more quickly.
I suggest that companies should examine their external submission review processes to enable faster rejection. To be clear, I’m not suggesting that this be the primary objective. There may be time and resource-efficient means to identify and disqualify unsuitable opportunities. In doing this, companies can reallocate resources to higher value activities.
I suspect that dramatic reductions in review cycle times can be achieved if review teams run their “last experiments first”. That is, consider the consumer/business opportunity posed by the submission prior to formal technology assessment. Under my proposed system, after an initial sift to remove obviously unsuitable opportunities (e.g. way off-strategy, inadequate IP, etc…), external submissions would be screened by a business team, instead of by R&D alone, as I perceive is the most common current practice. Rigorous assessment of the technology’s credentials would initially be set aside.
Under the proposed system, a review team would first decide its interest based primarily on the potential consumer/business opportunity. If the team rejected the opportunity, there would be no point in subjecting its technology to formal review. This would result in a much faster rejection than if the technology were reviewed first, its eligibility being based upon compatibility with a set of “Technology Needs”. Conversely, if the team favorably viewed the opportunity they could prioritize technical review based on interest level. For instance, assume that a personal care products company received a submission for a “patented, effective, non-invasive, painless cellulite reduction method”. The company might not have previously articulated this as a technical need. However, a review panel could view this as a very attractive business opportunity. The technology could then be assessed by R&D. This could either result in a “hit”, or it could inspire an energetic technology search effort. A potential negative for this approach could be to reject high quality technologies obscured by poor positioning. I think these instances are possible, but are likely fairly uncommon.
The objective of any process re-engineering should be to achieve more efficient utilization of internal resources. I recognize that my remarks betray my lack of knowledge of the inner workings of corporate external submission review processes. Some companies may have already identified and implemented similar, or even better approaches. My purpose here is to stimulate thinking on this important topic. I welcome your thoughts…especially you corporate “insiders”! Please share.