Managing research projects within the consumer goods sector

In the fast-paced world of Fast-Moving Consumer Goods (FMCG) and ingredient production, R&D isn't just about technical brilliance. It's about navigating complex, global matrix organisations and dynamic markets to bring innovations to life. While many R&D professionals begin with strong technical foundations, the journey from scientific concept to market success demands a critical set of skills often overlooked in traditional academic training: robust project management and keen business acumen.

R&D within the consumer goods sector

R&D projects in the consumer goods sector involve translating an idea into reality, a complex process spanning technical considerations, consumer acceptability, financial viability and ultimate market deployment. Each facet presents distinct complexities.

For successful product deployment, innovation must be meticulously managed with project management tools, closely aligned with business needs and timelines. This is particularly challenging in our highly matrixed organisations, where project teams are often multidisciplinary and draw resources from various departments, leading to potential conflicts in priorities and reporting structures.

Furthermore, the global nature of our R&D teams adds layers of complexity, requiring adept management of diverse cultural perspectives, disparate time zones and the need for seamless virtual collaboration to keep projects on track amidst constantly dynamic and complex markets. Each member of the project team brings their specific domain expertise to tackle the technical challenges, yet lacking broader business skills and a wider appreciation for project management can have adverse impacts on project timings and successful market entry.

My journey from development engineer to technical project leader

My profile is quite similar to many who start careers in R&D. Upon completing a structured technical education, I sought a career in industry. However, I wasn't wholly suited for industrial work given my lack of training in project management and other facets crucial to business, such as business acumen and people leadership.

Throughout my early career, I enhanced my capability in this space through a trial-and-error approach. For instance, early on, I vividly recall a project where a lack of clear scope definition led to significant rework and delays, directly impacting market launch timings. These experiences highlighted the critical need for a structured approach beyond technical expertise, and I gradually became more proficient at project management and people leadership.

In recent years, the importance of structured learning opportunities in project management and leadership has become increasingly recognised. For instance, in the UK, the advent of the apprenticeship levy scheme has provided a cost-effective avenue for employers to fund educational opportunities for their employees in key skill areas such as project management.

These programs offer a practical pathway to upskill professionals, bridging the gap between technical expertise and essential business and leadership competencies. I personally completed two apprenticeships, one in Data Science and another in Project Management, which led to me gaining the PMQ through the APM. This project management course equipped me with the tools to better manage projects using established methodologies and instilled confidence in stakeholders regarding the management and governance of projects I was leading. Since demonstrating the skills gained, I've been successful in achieving career progression, both within my organisation and in securing external roles.

Career development for R&D professionals

My advice to professionals working within industrial R&D is clear: actively seek to gain the necessary skills for effective working within industry, particularly in project management. These skills are foundational to all work conducted in R&D, as day-to-day operations are project-focused, not merely business-as-usual. By mastering project management, you not only enhance project success but also build the confidence of stakeholders and unlock significant career progression opportunities within these complex, dynamic sectors. The availability of funding mechanisms, such as apprenticeships funded through employer levies, provides a highly cost-effective and accessible approach for upskilling employees.

Beyond project management, I recommend exploring apprenticeships in data science and people leadership, both of which are of keen interest to industrial R&D. Data science skills are key with the rapid advent of AI tools, and strong people leadership is essential to get the best out of our teams when working as part of projects.