This case describes the challenges faced by the cosmetics division of a large corporation when determining the set of products to develop in 2004. The key players involved are the centralized R&D center and the decentralized brands. The case provides data to estimate the utilization rate of the R and D center. It also describes how the R and D center is organized to develop various types of product lines.
The case series aims to illustrate: 1. Strategic issues associated with portfolio management of R and D organizations. 2. How to evaluate the efficient use of scarce resources when determine in the R and D portfolio. 3. How to align technology strategy with organizational structure in R and D organizations.
