High-tech management in the chemical sector: The Montedison case

Renato Ugo

European Management Journal, 1988, vol. 6, issue 2, 160-168

Abstract: In this article Professor Ugo recounts the way the Montedison Group of companies took a hard look at its Research and Development and decided to reorganise and restructure. It was believed that only such a move would increase its presence in the high-tech sectors of industry where most of the growth potential for its products and know-how lay. The company therefore reorganised its R and D into a few "poles" of excellence, as well as creating a Corporate Research Centre with a "star" structure. The internationalisation of research and a new market intelligence structure were also developed. Three new major "programmes" or "projects" gave greater dynamism to the innovation process and areas of new business of interest to high-tech products in the company were clearly defined. Finally, the training and career paths of research staff have been given careful thought in the restructuring.

Date: 1988
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