what is a research and development project

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• What Is R&D?
• Understanding R&D
• Types of R&D
• Pros and Cons
• Considerations
• R&D vs. Applied Research
• Who Spends the Most?

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Research and Development (R&D) Definition, Types, and Importance

Investopedia / Ellen Lindner

What Is Research and Development (R&D)?

The term research and development (R&D) is used to describe a series of activities that companies undertake to innovate and introduce new products and services. R&D is often the first stage in the development process. Companies require knowledge, talent, and investment in order to further their R&D needs and goals. The purpose of research and development is generally to take new products and services to market and add to the company's bottom line .

Key Takeaways

• Research and development represents the activities companies undertake to innovate and introduce new products and services or to improve their existing offerings.
• R&D allows a company to stay ahead of its competition by catering to new wants or needs in the market.
• Companies in different sectors and industries conduct R&D—pharmaceuticals, semiconductors, and technology companies generally spend the most.
• R&D is often a broad approach to exploratory advancement, while applied research is more geared towards researching a more narrow scope.
• The accounting for treatment for R&D costs can materially impact a company's income statement and balance sheet.

Understanding Research and Development (R&D)

The concept of research and development is widely linked to innovation both in the corporate and government sectors. R&D allows a company to stay ahead of its competition. Without an R&D program, a company may not survive on its own and may have to rely on other ways to innovate such as engaging in mergers and acquisitions (M&A) or partnerships. Through R&D, companies can design new products and improve their existing offerings.

R&D is distinct from most operational activities performed by a corporation. The research and/or development is typically not performed with the expectation of immediate profit. Instead, it is expected to contribute to the long-term profitability of a company. R&D may often allow companies to secure intellectual property, including patents , copyrights, and trademarks as discoveries are made and products created.

Companies that set up and employ departments dedicated entirely to R&D commit substantial capital to the effort. They must estimate the risk-adjusted return on their R&D expenditures, which inevitably involves risk of capital. That's because there is no immediate payoff, and the return on investment (ROI) is uncertain. As more money is invested in R&D, the level of capital risk increases. Other companies may choose to outsource their R&D for a variety of reasons including size and cost.

Companies across all sectors and industries undergo R&D activities. Corporations experience growth through these improvements and the development of new goods and services. Pharmaceuticals, semiconductors , and software/technology companies tend to spend the most on R&D. In Europe, R&D is known as research and technical or technological development.

Many small and mid-sized businesses may choose to outsource their R&D efforts because they don't have the right staff in-house to meet their needs.

Types of R&D

There are several different types of R&D that exist in the corporate world and within government. The type used depends entirely on the entity undertaking it and the results can differ.

Basic Research

There are business incubators and accelerators, where corporations invest in startups and provide funding assistance and guidance to entrepreneurs in the hope that innovations will result that they can use to their benefit.

M&As and partnerships are also forms of R&D as companies join forces to take advantage of other companies' institutional knowledge and talent.

Applied Research

One R&D model is a department staffed primarily by engineers who develop new products —a task that typically involves extensive research. There is no specific goal or application in mind with this model. Instead, the research is done for the sake of research.

Development Research

This model involves a department composed of industrial scientists or researchers, all of who are tasked with applied research in technical, scientific, or industrial fields. This model facilitates the development of future products or the improvement of current products and/or operating procedures.

$42.7 billion of research and development costs later, Amazon was granted 2,244 new patents in 2020. Their patents included advancements in artificial intelligence, machine learning, and cloud computing.

Advantages and Disadvantages of R&D

There are several key benefits to research and development. It facilitates innovation, allowing companies to improve existing products and services or by letting them develop new ones to bring to the market.

Because R&D also is a key component of innovation, it requires a greater degree of skill from employees who take part. This allows companies to expand their talent pool, which often comes with special skill sets.

The advantages go beyond corporations. Consumers stand to benefit from R&D because it gives them better, high-quality products and services as well as a wider range of options. Corporations can, therefore, rely on consumers to remain loyal to their brands. It also helps drive productivity and economic growth.

Disadvantages

One of the major drawbacks to R&D is the cost. First, there is the financial expense as it requires a significant investment of cash upfront. This can include setting up a separate R&D department, hiring talent, and product and service testing, among others.

Innovation doesn't happen overnight so there is also a time factor to consider. This means that it takes a lot of time to bring products and services to market from conception to production to delivery.

Because it does take time to go from concept to product, companies stand the risk of being at the mercy of changing market trends . So what they thought may be a great seller at one time may reach the market too late and not fly off the shelves once it's ready.

Facilitates innovation

Improved or new products and services

Expands knowledge and talent pool

Increased consumer choice and brand loyalty

Economic driver

Financial investment

Shifting market trends

R&D Accounting

R&D may be beneficial to a company's bottom line, but it is considered an expense . After all, companies spend substantial amounts on research and trying to develop new products and services. As such, these expenses are often reported for accounting purposes on the income statement and do not carry long-term value.

There are certain situations where R&D costs are capitalized and reported on the balance sheet. Some examples include but are not limited to:

• Materials, fixed assets, or other assets have alternative future uses with an estimable value and useful life.
• Software that can be converted or applied elsewhere in the company to have a useful life beyond a specific single R&D project.
• Indirect costs or overhead expenses allocated between projects.
• R&D purchased from a third party that is accompanied by intangible value. That intangible asset may be recorded as a separate balance sheet asset.

R&D Considerations

Before taking on the task of research and development, it's important for companies and governments to consider some of the key factors associated with it. Some of the most notable considerations are:

• Objectives and Outcome: One of the most important factors to consider is the intended goals of the R&D project. Is it to innovate and fill a need for certain products that aren't being sold? Or is it to make improvements on existing ones? Whatever the reason, it's always important to note that there should be some flexibility as things can change over time.
• Timing: R&D requires a lot of time. This involves reviewing the market to see where there may be a lack of certain products and services or finding ways to improve on those that are already on the shelves.
• Cost: R&D costs a great deal of money, especially when it comes to the upfront costs. And there may be higher costs associated with the conception and production of new products rather than updating existing ones.
• Risks: As with any venture, R&D does come with risks. R&D doesn't come with any guarantees, no matter the time and money that goes into it. This means that companies and governments may sacrifice their ROI if the end product isn't successful.

Research and Development vs. Applied Research

Basic research is aimed at a fuller, more complete understanding of the fundamental aspects of a concept or phenomenon. This understanding is generally the first step in R&D. These activities provide a basis of information without directed applications toward products, policies, or operational processes .

Applied research entails the activities used to gain knowledge with a specific goal in mind. The activities may be to determine and develop new products, policies, or operational processes. While basic research is time-consuming, applied research is painstaking and more costly because of its detailed and complex nature.

Who Spends the Most on R&D?

Companies spend billions of dollars on R&D to produce the newest, most sought-after products. According to public company filings, these companies incurred the highest research and development spending in 2020:

• Amazon: $42.7 billion
• Alphabet.: $27.6 billion
• Huawei: $22.0 billion
• Microsoft: $19.3 billion
• Apple: $18.8 billion
• Samsung: $18.8 billion
• Facebook: $18.5 billion

What Types of Activities Can Be Found in Research and Development?

Research and development activities focus on the innovation of new products or services in a company. Among the primary purposes of R&D activities is for a company to remain competitive as it produces products that advance and elevate its current product line. Since R&D typically operates on a longer-term horizon, its activities are not anticipated to generate immediate returns. However, in time, R&D projects may lead to patents, trademarks, or breakthrough discoveries with lasting benefits to the company. 

What Is an Example of Research and Development?

Alphabet allocated over $16 billion annually to R&D in 2018. Under its R&D arm X, the moonshot factory, it has developed Waymo self-driving cars. Meanwhile, Amazon has spent even more on R&D projects, with key developments in cloud computing and its cashier-less store Amazon Go. At the same time, R&D can take the approach of a merger & acquisition, where a company will leverage the talent and intel of another company to create a competitive edge. The same can be said with company investment in accelerators and incubators, whose developments it could later leverage.

Why Is Research and Development Important?

Given the rapid rate of technological advancement, R&D is important for companies to stay competitive. Specifically, R&D allows companies to create products that are difficult for their competitors to replicate. Meanwhile, R&D efforts can lead to improved productivity that helps increase margins, further creating an edge in outpacing competitors. From a broader perspective, R&D can allow a company to stay ahead of the curve, anticipating customer demands or trends.

There are many things companies can do in order to advance in their industries and the overall market. Research and development is just one way they can set themselves apart from their competition. It opens up the potential for innovation and increasing sales. But it does come with some drawbacks—the most obvious being the financial cost and the time it takes to innovate.

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Building an R&D strategy for modern times

The global investment in research and development (R&D) is staggering. In 2019 alone, organizations around the world spent $2.3 trillion on R&D—the equivalent of roughly 2 percent of global GDP—about half of which came from industry and the remainder from governments and academic institutions. What’s more, that annual investment has been growing at approximately 4 percent per year over the past decade. 1 2.3 trillion on purchasing-power-parity basis; 2019 global R&D funding forecast , Supplement, R&D Magazine, March 2019, rdworldonline.com.

While the pharmaceutical sector garners much attention due to its high R&D spending as a percentage of revenues, a comparison based on industry profits shows that several industries, ranging from high tech to automotive to consumer, are putting more than 20 percent of earnings before interest, taxes, depreciation, and amortization (EBITDA) back into innovation research (Exhibit 1).

What do organizations expect to get in return? At the core, they hope their R&D investments yield the critical technology from which they can develop new products, services, and business models. But for R&D to deliver genuine value, its role must be woven centrally into the organization’s mission. R&D should help to both deliver and shape corporate strategy, so that it develops differentiated offerings for the company’s priority markets and reveals strategic options, highlighting promising ways to reposition the business through new platforms and disruptive breakthroughs.

Yet many enterprises lack an R&D strategy that has the necessary clarity, agility, and conviction to realize the organization’s aspirations. Instead of serving as the company’s innovation engine, R&D ends up isolated from corporate priorities, disconnected from market developments, and out of sync with the speed of business. Amid a growing gap in performance  between those that innovate successfully and those that do not, companies wishing to get ahead and stay ahead of competitors need a robust R&D strategy that makes the most of their innovation investments. Building such a strategy takes three steps: understanding the challenges that often work as barriers to R&D success, choosing the right ingredients for your strategy, and then pressure testing it before enacting it.

Overcoming the barriers to successful R&D

The first step to building an R&D strategy is to understand the four main challenges that modern R&D organizations face:

Innovation cycles are accelerating. The growing reliance on software and the availability of simulation and automation technologies have caused the cost of experimentation to plummet while raising R&D throughput. The pace of corporate innovation is further spurred by the increasing emergence of broadly applicable technologies, such as digital and biotech, from outside the walls of leading industry players.

But incumbent corporations are only one part of the equation. The trillion dollars a year that companies spend on R&D is matched by the public sector. Well-funded start-ups, meanwhile, are developing and rapidly scaling innovations that often threaten to upset established business models or steer industry growth into new areas. Add increasing investor scrutiny of research spending, and the result is rising pressure on R&D leaders to quickly show results for their efforts.

R&D lacks connection to the customer. The R&D group tends to be isolated from the rest of the organization. The complexity of its activities and its specialized lexicon make it difficult for others to understand what the R&D function really does. That sense of working inside a “black box” often exists even within the R&D organization. During a meeting of one large company’s R&D leaders, a significant portion of the discussion focused on simply getting everyone up to speed on what the various divisions were doing, let alone connecting those efforts to the company’s broader goals.

Given the challenges R&D faces in collaborating with other functions, going one step further and connecting with customers becomes all the more difficult. While many organizations pay lip service to customer-centric development, their R&D groups rarely get the opportunity to test products directly with end users. This frequently results in market-back product development that relies on a game of telephone via many intermediaries about what the customers want and need.

Projects have few accountability metrics. R&D groups in most sectors lack effective mechanisms to measure and communicate progress; the pharmaceutical industry, with its standard pipeline for new therapeutics that provides well-understood metrics of progress and valuation implications, is the exception, not the rule. When failure is explained away as experimentation and success is described in terms of patents, rather than profits, corporate leaders find it hard to quantify R&D’s contribution.

Yet proven metrics exist  to effectively measure progress and outcomes. A common challenge we observe at R&D organizations, ranging from automotive to chemical companies, is how to value the contribution of a single component that is a building block of multiple products. One specialty-chemicals company faced this challenge in determining the value of an ingredient it used in its complex formulations. It created categorizations to help develop initial business cases and enable long-term tracking. This allowed pragmatic investment decisions at the start of projects and helped determine the value created after their completion.

Even with outcomes clearly measured, the often-lengthy period between initial investment and finished product can obscure the R&D organization’s performance. Yet, this too can be effectively managed by tracking the overall value and development progress of the pipeline so that the organization can react and, potentially, promptly reorient both the portfolio and individual projects within it.

Incremental projects get priority. Our research indicates that incremental projects account for more than half of an average company’s R&D investment, even though bold bets and aggressive reallocation  of the innovation portfolio deliver higher rates of success. Organizations tend to favor “safe” projects with near-term returns—such as those emerging out of customer requests—that in many cases do little more than maintain existing market share. One consumer-goods company, for example, divided the R&D budget among its business units, whose leaders then used the money to meet their short-term targets rather than the company’s longer-term differentiation and growth objectives.

Focusing innovation solely around the core business may enable a company to coast for a while—until the industry suddenly passes it by. A mindset that views risk as something to be avoided rather than managed can be unwittingly reinforced by how the business case is measured. Transformational projects at one company faced a higher internal-rate-of-return hurdle than incremental R&D, even after the probability of success had been factored into their valuation, reducing their chances of securing funding and tilting the pipeline toward initiatives close to the core.

As organizations mature, innovation-driven growth becomes increasingly important, as their traditional means of organic growth, such as geographic expansion and entry into untapped market segments, diminish. To succeed, they need to develop R&D strategies equipped for the modern era that treat R&D not as a cost center but as the growth engine it can become.

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Choosing the ingredients of a winning r&d strategy.

Given R&D’s role as the innovation driver that advances the corporate agenda, its guiding strategy needs to link board-level priorities with the technologies that are the organization’s focus (Exhibit 2). The R&D strategy must provide clarity and commitment to three central elements: what we want to deliver, what we need to deliver it, and how we will deliver it.

What we want to deliver. To understand what a company wants to and can deliver, the R&D, commercial, and corporate-strategy functions need to collaborate closely, with commercial and corporate-strategy teams anchoring the R&D team on the company’s priorities and the R&D team revealing what is possible. The R&D strategy and the corporate strategy must be in sync while answering questions such as the following: At the highest level, what are the company’s goals? Which of these will require R&D in order to be realized? In short, what is the R&D organization’s purpose?

Bringing the two strategies into alignment is not as easy as it may seem. In some companies, what passes for corporate strategy is merely a five-year business plan. In others, the corporate strategy is detailed but covers only three to five years—too short a time horizon to guide R&D, especially in industries such as pharma or semiconductors where the product-development cycle is much longer than that. To get this first step right, corporate-strategy leaders should actively engage with R&D. That means providing clarity where it is lacking and incorporating R&D feedback that may illuminate opportunities, such as new technologies that unlock growth adjacencies for the company or enable completely new business models.

Secondly, the R&D and commercial functions need to align on core battlegrounds and solutions. Chief technology officers want to be close to and shape the market by delivering innovative solutions that define new levels of customer expectations. Aligning R&D strategy provides a powerful forum for identifying those opportunities by forcing conversations about customer needs and possible solutions that, in many companies, occur only rarely. Just as with the corporate strategy alignment, the commercial and R&D teams need to clearly articulate their aspirations by asking questions such as the following: Which markets will make or break us as a company? What does a winning product or service look like for customers?

When defining these essential battlegrounds, companies should not feel bound by conventional market definitions based on product groups, geographies, or customer segments. One agricultural player instead defined its markets by the challenges customers faced that its solutions could address. For example, drought resistance was a key battleground no matter where in the world it occurred. That framing clarified the R&D–commercial strategy link: if an R&D project could improve drought resistance, it was aligned to the strategy.

The dialogue between the R&D, commercial, and strategy functions cannot stop once the R&D strategy is set. Over time, leaders of all three groups should reexamine the strategic direction and continuously refine target product profiles as customer needs and the competitive landscape evolve.

What we need to deliver it. This part of the R&D strategy determines what capabilities and technologies the R&D organization must have in place to bring the desired solutions to market. The distinction between the two is subtle but important. Simply put, R&D capabilities are the technical abilities to discover, develop, or scale marketable solutions. Capabilities are unlocked by a combination of technologies and assets, and focus on the outcomes. Technologies, however, focus on the inputs—for example, CRISPR is a technology that enables the genome-editing capability.

This delineation protects against the common pitfall of the R&D organization fixating on components of a capability instead of the capability itself—potentially missing the fact that the capability itself has evolved. Consider the dawn of the digital age: in many engineering fields, a historical reliance on talent (human number crunchers) was suddenly replaced by the need for assets (computers). Those who focused on hiring the fastest mathematicians were soon overtaken by rivals who recognized the capability provided by emerging technologies.

The simplest way to identify the needed capabilities is to go through the development processes of priority solutions step by step—what will it take to produce a new product or feature? Being exhaustive is not the point; the goal is to identify high-priority capabilities, not to log standard operating procedures.

Prioritizing capabilities is a critical but often contentious aspect of developing an R&D strategy. For some capabilities, being good is sufficient. For others, being best in class is vital because it enables a faster path to market or the development of a better product than those of competitors. Take computer-aided design (CAD), which is used to design and prototype engineering components in numerous industries, such as aerospace or automotive. While companies in those sectors need that capability, it is unlikely that being the best at it will deliver a meaningful advantage. Furthermore, organizations should strive to anticipate which capabilities will be most important in the future, not what has mattered most to the business historically.

Once capabilities are prioritized, the R&D organization needs to define what being “good” and “the best” at them will mean over the course of the strategy. The bar rises rapidly in many fields. Between 2009 and 2019, the cost of sequencing a genome dropped 150-fold, for example. 2 Kris A. Wetterstrand, “DNA sequencing costs: Data,” NHGRI Genome Sequencing Program (GSP), August 25, 2020, genome.gov. Next, the organization needs to determine how to develop, acquire, or access the needed capabilities. The decision of whether to look internally or externally is crucial. An automatic “we can build it better” mindset diminishes the benefits of specialization and dilutes focus. Additionally, the bias to building everything in-house can cut off or delay access to the best the world has to offer—something that may be essential for high-priority capabilities. At Procter & Gamble, it famously took the clearly articulated aspiration of former CEO A. G. Lafley to break the company’s focus on in-house R&D and set targets for sourcing innovation externally. As R&D organizations increasingly source capabilities externally, finding partners and collaborating with them effectively is becoming a critical capability in its own right.

How we will do it. The choices of operating model and organizational design will ultimately determine how well the R&D strategy is executed. During the strategy’s development, however, the focus should be on enablers that represent cross-cutting skills and ways of working. A strategy for attracting, developing, and retaining talent is one common example.

Another is digital enablement, which today touches nearly every aspect of what the R&D function does. Artificial intelligence can be used at the discovery phase to identify emerging market needs or new uses of existing technology. Automation and advanced analytics approaches to experimentation can enable high throughput screening at a small scale and distinguish the signal from the noise. Digital (“in silico”) simulations are particularly valuable when physical experiments are expensive or dangerous. Collaboration tools are addressing the connectivity challenges common among geographically dispersed project teams. They have become indispensable in bringing together existing collaborators, but the next horizon is to generate the serendipity of chance encounters that are the hallmark of so many innovations.

Testing your R&D strategy

Developing a strategy for the R&D organization entails some unique challenges that other functions do not face. For one, scientists and engineers have to weigh considerations beyond their core expertise, such as customer, market, and economic factors. Stakeholders outside R&D labs, meanwhile, need to understand complex technologies and development processes and think along much longer time horizons than those to which they are accustomed.

For an R&D strategy to be robust and comprehensive enough to serve as a blueprint to guide the organization, it needs to involve stakeholders both inside and outside the R&D group, from leading scientists to chief commercial officers. What’s more, its definition of capabilities, technologies, talent, and assets should become progressively more granular as the strategy is brought to life at deeper levels of the R&D organization. So how can an organization tell if its new strategy passes muster? In our experience, McKinsey’s ten timeless tests of strategy  apply just as well to R&D strategy as to corporate and business-unit strategies. The following two tests are the most important in the R&D context:

• Does the organization’s strategy tap the true source of advantage? Too often, R&D organizations conflate technical necessity (what is needed to develop a solution) with strategic importance (distinctive capabilities that allow an organization to develop a meaningfully better solution than those of their competitors). It is also vital for organizations to regularly review their answers to this question, as capabilities that once provided differentiation can become commoditized and no longer serve as sources of advantage.
• Does the organization’s strategy balance commitment-rich choices with flexibility and learning? R&D strategies may have relatively long time horizons but that does not mean they should be insulated from changes in the outside world and never revisited. Companies should establish technical, regulatory, or other milestones that serve as clear decision points for shifting resources to or away from certain research areas. Such milestones can also help mark progress and gauge whether strategy execution is on track.

Additionally, the R&D strategy should be simply and clearly communicated to other functions within the company and to external stakeholders. To boost its clarity, organizations might try this exercise: distill the strategy into a set of fill-in-the-blank components that define, first, how the world will evolve and how the company plans to refocus accordingly (for example, industry trends that may lead the organization to pursue new target markets or segments); next, the choices the R&D function will make in order to support the company’s new focus (which capabilities will be prioritized and which de-emphasized); and finally, how the R&D team will execute the strategy in terms of concrete actions and milestones. If a company cannot fit the exercise on a single page, it has not sufficiently synthesized the strategy—as the famed physicist Richard Feynman observed, the ultimate test of comprehension is the ability to convey something to others in a simple manner.

Cascading the strategy down through the R&D organization will further reinforce its impact. For example, asking managers to communicate the strategy to their subordinates will deepen their own understanding. A useful corollary is that those hearing the strategy for the first time are introduced to it by their immediate supervisors rather than more distant R&D leaders. One R&D group demonstrated the broad benefits of this communication model: involving employees in developing and communicating the R&D strategy helped it double its Organizational Health Index  strategic clarity score, which measures one of the four “power practices”  highly connected to organizational performance.

R&D represents a massive innovation investment, but as companies confront globalized competition, rapidly changing customer needs, and technological shifts coming from an ever-wider range of fields, they are struggling to deliver on R&D’s full potential. A clearly articulated R&D strategy that supports and informs the corporate strategy is necessary to maximize the innovation investment and long-term company value.

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Research and development (R&D) and the product lifecycle

Imagine a young boy searching through the December edition of Intertoys , the Dutch version of the Toys-R-Us magazine. The magazine has over 150 toys, including molding clay, step bikes, board games, M.A.S.K and G.I Joe action figures, Transformers, ThunderCats, and tons more.

His eyes are focused on the pages dedicated to LEGO. The boy finds himself overcome with joy, thinking about all the possibilities to expand his LEGO city. Will he ask for the police station, the gas station, or maybe the medieval castle? He tries to imagine how each enhances his city and the additional stories they can bring.

This young boy was me back in 1986.

LEGO delivered on its mission to inspire and develop the builders of tomorrow. How do I know that to be true? Well, here I am as a product leader who is curious and enjoys experimenting and trying new ways to devise, innovate, and to meet and exceed customer needs.

LEGO is a prime example of a company that recognizes the value of being customer-obsessed, researching, observing, experimenting, and trying over and over again to build what excites and inspires generations to come. It truly harnesses the power of research and development (R&D).

In this guide, we’ll explore what R&D is, the different types of R&D, and how it can inform product development. We’ll also show you how research and development influence go-to-market and help determine whether a launch is successful.

What is research and development (R&D)?

Research and development (R&D) refers to activities and investments directed toward creating new products, improving existing products, streamlining processes, and pursuing knowledge.

The main purpose of R&D is to promote innovation and, in doing so, drive growth and increase competitiveness. Additionally, by improving processes and finding efficiency gains, R&D can lead to cost savings.

In some industries, R&D is necessary for regulatory compliance and to maintain or improve product quality.

R&D example

For an example of how R&D can impact a company’s growth, let’s look a LEGO’s research and development process.

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LEGO works to create new building block shapes and designs and endeavors to improve their performance and safety on an ongoing basis. One of LEGO’s primary R&D efforts aims at developing sustainable production methods.

In 2015, the company invested nearly $150 million into sustainable materials R&D . It’s important to its mission to leave a positive impact on the planet for future generations to inherit.

We’ll refer to the LEGO examples throughout this guide to show what research and development efforts look like in the real world.

Research and development (R&D) vs. product development

It’s tempting to say that R&D and product development are one and the same, but while they overlap, not all product development is R&D.

To qualify as true, authentic, and real R&D, an activity must meet specific criteria that make it SUPA (yes, I just created that acronym).

SUPA stands for:

• Systematic — R&D must follow a systematic approach to solving problems or creating new products
• Advancement — R&D must involve either the creation of new knowledge, a significant improvement to existing knowledge, or a significant advancement in overall understanding
• Purpose — R&D must have the primary purpose of creating new knowledge, improving existing products radically, or creating new ones
• Uncertainty — There must be an element of uncertainty or risk involved in the work. This means you can’t always anticipate the outcome with confidence

As a product manager, most of the above should be familiar. As Marvin Gaye would have said, R&D and product management work together just like music .

R&D and the product development lifecycle

Research provides you with the necessary information and insights to inform and guide your product design. Development helps you bring ideas to life, validate them and then build and commercialize them.

The product development lifecycle is as follows:

• Ideation and concept development
• Design and prototyping
• Development
• Launch and commercialization

Let’s zoom in on each stage to see how R&D plays a role in every aspect of product development.

1. Research

The research phase involves systematically gathering market data, understanding the competitive landscape, and assessing customers in their current use of your product and their unmet needs. R&D helps you find the next big thing or game changer that gains you more market share.

2. Ideation and concept development

This step focuses on generating new ideas and concepts that push the boundaries of what you know. It requires looking at new ideas at a high-level and evaluating their potential feasibility.

3. Design and prototyping

Dip your toes further into the development waters — but make sure not to step on a LEGO while doing so.

The design and prototyping stage is where you create your hypothesis, conduct experiments, create designs, and prototype solutions to validate the assumptions made.

4. Development

During the development stage, any prototypes that fail to deliver advancements are abandoned. Those passing the validation are ready for development consideration.

5. Launch and commercialization

The activities described above will aid in making informed decisions about the product launch , pricing , and go-to-market strategy .

Example: How does R&D influence go-to-market?

Let’s refer back to our example:

LEGO was hugely successful through R&D when bringing the LEGO Mindstorms line to market.

This line empowers users to build and program robots using LEGO bricks and a microcomputer. The creation of the product line involved a multidisciplinary approach. It combined expertise in product design, software engineering, and electronics.

The R&D process started with research that identified the need for a product that allowed users to experiment with and learn about robotics.

LEGO then went through intensive ideation iterations and decided to work with experts in the field to design a system that would be easy to use and accessible to people of all ages and skill levels.

The design and prototypes were thoroughly tested and proved to validate assumptions .

The resulting product was a great success.

3 types of R&D

There are several types of research and development that you can pursue. Each type requires different approaches, resources, expertise, and generates different outcomes.

You can choose to focus on one or more R&D types, depending on your strategic objectives, resources, and capabilities.

Let’s have a look at the three major types of R&D:

Basic research

Applied research, experimental development.

Basic research aims to increase knowledge and understanding of a particular subject, with no immediate application in mind.

LEGO continuously explores new methods for connecting building blocks to each other. This research could involve looking into new materials or design principles that could improve the strength and stability of the connections between the blocks.

Applied research focuses on solving specific practical problems and developing new or improved processes, services, or products.

To reduce its carbon footprint, LEGO is researching a new plant-based plastic for its building blocks. This new material, made from sugarcane, replaces traditional petroleum-based plastic.

Experiment research involves designing, building, and testing a prototype to evaluate the feasibility and potential of new processes, services, or products.

LEGO is developing building sets that incorporate augmented reality (AR) technology. The R&D effort combines applied research with experimental development, as the company seeks to create a new product that utilizes AR to enhance the building and play experience.

How to incorporate R&D into the product development process

So you want to incorporate R&D into your product development process. Kudos to you!

Practice makes perfect. Before looking at a few ways to do this, it is important to remember that incorporating R&D into your product development process is a continuous endeavor and requires adjustments along the way.

The following strategies will help you incorporate R&D:

Prioritize R&D

Foster a culture of innovation.

• Embrace experimentation

Build user-centered

Collaborate with external partners.

The obvious one here is to ensure that R&D is a priority within your company and resources are freed up. This could include dedicating a portion of the budget, allocating capacity, or setting aside dedicated R&D time.

Encourage a culture in your company that values and supports innovation, experimentation, and risk-taking. It could include encouraging employees to pursue their own interests and providing them with the resources to do so.

Embrace experimentation, prototyping, and testing

R&D-ers love experimenting and testing their assumptions through building hypotheses, prototyping, and testing. It allows you to validate ideas, refine designs, identify and address any issues or limitations before bringing a product to market. As a product manager, you probably already have incorporated some of these practices. If not, I highly encourage you to do so.

To find an opportunity you will need to discover and unravel a need. User-centered building helps ensure that products and services are designed with the end-user in mind, leading to better, more effective problem-solving, and solutions to meet the needs of the people who will be using them.

Consider partnering with external organizations, such as universities, research institutes, or other companies, to help drive R&D. This can provide access to additional resources, expertise, and perspectives.

Example: How does R&D influence product development?

Referring back back to our example:

LEGO places a strong emphasis on user-centered design. It conducts user research to understand their needs, preferences, and behaviors and incorporate those findings into product design and development.

LEGO also collaborates with a variety of external partners, including universities, research institutions, and other companies, to drive innovation and R&D. For example, it has worked with the Massachusetts Institute of Technology (MIT) on several projects.

LEGO uses rapid prototyping and testing to iterate and improve its products and encourage employees to be creative and innovative. It does this through the LEGO IDEAS program, which provides a platform for employees to submit and vote on new product ideas.

How to analyze and interpret the results of R&D

It goes without saying that analyzing and interpreting the results of research and development is crucial. How else will you validate or disprove hypotheses, determine the success or failure, and inform future R&D decisions?

Here are some steps that will help you out:

• Define the objectives and hypothesis
• Gather and organize data
• Analyze the data
• Interpret the results
• Validate the results
• Communicate the results
• Use the results to inform future R&D decisions

1. Define the objectives and hypothesis

When you want to analyze results, it’s crucial to have a clear understanding of what you set out to achieve and what you expected to see.

2. Gather and organize data

Collect all relevant data and organize it in a way that allows for easy analysis and interpretation.

3. Analyze the data

Use appropriate statistical methods to analyze the data, such as hypothesis testing, regression analysis, or analysis of variance (ANOVA).

4. Interpret the results

Based on the analysis, interpret the results and draw meaningful conclusions. This may involve identifying patterns, correlations, or relationships between variables.

5. Validate the results

Validate the results by checking for consistency, accuracy, and reliability. It may also be necessary to perform additional tests or experiments to confirm or refute the results.

6. Communicate the results

Communicate the results of the R&D project to stakeholders, including management, investors, customers, and employees. This may involve presenting data, charts, graphs, or other visual representations of the results.

7. Use the results to inform future R&D decisions

Use the results of the R&D project to inform future R&D decisions, including what to research next, what to improve, and what to commercialize.

Proper analysis and interpretation of R&D results are crucial to make informed decisions and drive innovation and growth.

There are various strategies you can implement in your product process. It is key to define your objective and expected results and have a structured process to validate R&D success.

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What do you want to do?

What is research and development.

Research and development (R&D) is when businesses gather knowledge to create new products or discover new ways to improve their existing products and services. Larger companies may have their own research and development team that will test and refine products or processes before commercial use. However, many companies outsource this work to universities due to a lack of in-house capacity and to access the expertise and advanced research equipment they possess.

Some companies invest far more in R&D than others due to the competitiveness and demands of their industry. For example, a consumer technology company is always trying to release devices that are more appealing than its competitors so will invest heavily on product design research to make their devices more innovative. 

Businesses of all sizes need to invest in research and development if they want to achieve future growth, stay abreast of developments in their industry and reduce production costs. Fortunately, Brunel University London is a world leading research institution dedicated to delivering solutions to a broad range of organisations of all sizes. We have academics from a wide range of disciplines that are bringing significant benefits to our business partners.

Benefits of research and development at Brunel University London:

• Inexpensive way to explore new ideas and find a gap in the market
• We can help you secure funding from the Government and the EU to develop your business whether your organisation is large or small
• We have world class equipment, expertise and facilities to conduct research projects and are continually investing money in the latest technology
• Working with Brunel can improve brand reputation and profile and potentially attract future investment
• Bringing innovative products to the market could give your business a competitive advantage. 

Which research and development method is right for you? 

There are a number of services we offer, however, it is important to have an objective when selecting a specific type of research and development so you can achieve your business goals in the most efficient way possible. 

For example: 

Objective: Develop new products and services

Innovation Voucher If you have an idea for a new product we can offer you a voucher valued between £1,000 - £5,000 to cover the project costs. This initiative is best suited to new start-ups and SMEs. 

Knowledge Transfer Partnerships  Transfer knowledge and expertise from the academic partner to your organisation to enable a progressive change in technology and expertise to impact on new products and services.  Co-Innovate 

A scheme funded by the European Regional Development Fund to help support new product and service innovation for SMEs in London. The services offered by Co-Innovate are free but you must be an SME based in London. 

Objective: Resolve a specific product or process problem 

Consultancy 

Access directly Brunel's world leading academic expertise and have focused attention to address a specific problem or issue. 

Objective: Explore ideas for new products and services

Research Partnerships

Larger organisations may want to form a partnership with us to generate mutually valuable and beneficial research for the long term. 

Undergraduate Student Project

Use Brunel's students to develop and amplify new concepts and prototypes. If this is something you are interested in please get in touch with our research team. 

Commercialisation 

It's possible that right now a particular piece of research is being developed in one of our research centres that could potentially be a marketable product/service within your industry and you may want to monetise it. 

Objective: Up-skill staff

Knowledge Transfer Partnerships 

Highly qualified staff or graduates work in your company's premises and project manage an agreed programme to transfer new technical skills and knowledge to your company staff. 

Co-Innovate 

Co-Innovate organise a number of events throughout the year for SMEs to help small businesses gain valuable business insights. 

Can't see your requirements here?  If you have a different business objective that we have not covered but could benefit from employing research and development please get in touch so we can see if we can help you. 

Your project could be short or long, large or small in scope and scale so it is hard to calculate a cost of a project until we have analysed different factors such as your specific needs, project duration and level of expertise needed. Once we get in contact with you to discuss your goals and put all these factors into consideration we can then let you know the cost before work commences. However, we may also be able to help you get access to funding to cover the costs of some of these services. 

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Home » Research Project – Definition, Writing Guide and Ideas

Research Project – Definition, Writing Guide and Ideas

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Research Project

Definition :

Research Project is a planned and systematic investigation into a specific area of interest or problem, with the goal of generating new knowledge, insights, or solutions. It typically involves identifying a research question or hypothesis, designing a study to test it, collecting and analyzing data, and drawing conclusions based on the findings.

Types of Research Project

Types of Research Projects are as follows:

Basic Research

This type of research focuses on advancing knowledge and understanding of a subject area or phenomenon, without any specific application or practical use in mind. The primary goal is to expand scientific or theoretical knowledge in a particular field.

Applied Research

Applied research is aimed at solving practical problems or addressing specific issues. This type of research seeks to develop solutions or improve existing products, services or processes.

Action Research

Action research is conducted by practitioners and aimed at solving specific problems or improving practices in a particular context. It involves collaboration between researchers and practitioners, and often involves iterative cycles of data collection and analysis, with the goal of improving practices.

Quantitative Research

This type of research uses numerical data to investigate relationships between variables or to test hypotheses. It typically involves large-scale data collection through surveys, experiments, or secondary data analysis.

Qualitative Research

Qualitative research focuses on understanding and interpreting phenomena from the perspective of the people involved. It involves collecting and analyzing data in the form of text, images, or other non-numerical forms.

Mixed Methods Research

Mixed methods research combines elements of both quantitative and qualitative research, using multiple data sources and methods to gain a more comprehensive understanding of a phenomenon.

Longitudinal Research

This type of research involves studying a group of individuals or phenomena over an extended period of time, often years or decades. It is useful for understanding changes and developments over time.

Case Study Research

Case study research involves in-depth investigation of a particular case or phenomenon, often within a specific context. It is useful for understanding complex phenomena in their real-life settings.

Participatory Research

Participatory research involves active involvement of the people or communities being studied in the research process. It emphasizes collaboration, empowerment, and the co-production of knowledge.

Research Project Methodology

Research Project Methodology refers to the process of conducting research in an organized and systematic manner to answer a specific research question or to test a hypothesis. A well-designed research project methodology ensures that the research is rigorous, valid, and reliable, and that the findings are meaningful and can be used to inform decision-making.

There are several steps involved in research project methodology, which are described below:

Define the Research Question

The first step in any research project is to clearly define the research question or problem. This involves identifying the purpose of the research, the scope of the research, and the key variables that will be studied.

Develop a Research Plan

Once the research question has been defined, the next step is to develop a research plan. This plan outlines the methodology that will be used to collect and analyze data, including the research design, sampling strategy, data collection methods, and data analysis techniques.

Collect Data

The data collection phase involves gathering information through various methods, such as surveys, interviews, observations, experiments, or secondary data analysis. The data collected should be relevant to the research question and should be of sufficient quantity and quality to enable meaningful analysis.

Analyze Data

Once the data has been collected, it is analyzed using appropriate statistical techniques or other methods. The analysis should be guided by the research question and should aim to identify patterns, trends, relationships, or other insights that can inform the research findings.

Interpret and Report Findings

The final step in the research project methodology is to interpret the findings and report them in a clear and concise manner. This involves summarizing the results, discussing their implications, and drawing conclusions that can be used to inform decision-making.

Research Project Writing Guide

Here are some guidelines to help you in writing a successful research project:

• Choose a topic: Choose a topic that you are interested in and that is relevant to your field of study. It is important to choose a topic that is specific and focused enough to allow for in-depth research and analysis.
• Conduct a literature review : Conduct a thorough review of the existing research on your topic. This will help you to identify gaps in the literature and to develop a research question or hypothesis.
• Develop a research question or hypothesis : Based on your literature review, develop a clear research question or hypothesis that you will investigate in your study.
• Design your study: Choose an appropriate research design and methodology to answer your research question or test your hypothesis. This may include choosing a sample, selecting measures or instruments, and determining data collection methods.
• Collect data: Collect data using your chosen methods and instruments. Be sure to follow ethical guidelines and obtain informed consent from participants if necessary.
• Analyze data: Analyze your data using appropriate statistical or qualitative methods. Be sure to clearly report your findings and provide interpretations based on your research question or hypothesis.
• Discuss your findings : Discuss your findings in the context of the existing literature and your research question or hypothesis. Identify any limitations or implications of your study and suggest directions for future research.
• Write your project: Write your research project in a clear and organized manner, following the appropriate format and style guidelines for your field of study. Be sure to include an introduction, literature review, methodology, results, discussion, and conclusion.
• Revise and edit: Revise and edit your project for clarity, coherence, and accuracy. Be sure to proofread for spelling, grammar, and formatting errors.
• Cite your sources: Cite your sources accurately and appropriately using the appropriate citation style for your field of study.

Examples of Research Projects

Some Examples of Research Projects are as follows:

• Investigating the effects of a new medication on patients with a particular disease or condition.
• Exploring the impact of exercise on mental health and well-being.
• Studying the effectiveness of a new teaching method in improving student learning outcomes.
• Examining the impact of social media on political participation and engagement.
• Investigating the efficacy of a new therapy for a specific mental health disorder.
• Exploring the use of renewable energy sources in reducing carbon emissions and mitigating climate change.
• Studying the effects of a new agricultural technique on crop yields and environmental sustainability.
• Investigating the effectiveness of a new technology in improving business productivity and efficiency.
• Examining the impact of a new public policy on social inequality and access to resources.
• Exploring the factors that influence consumer behavior in a specific market.

Characteristics of Research Project

Here are some of the characteristics that are often associated with research projects:

• Clear objective: A research project is designed to answer a specific question or solve a particular problem. The objective of the research should be clearly defined from the outset.
• Systematic approach: A research project is typically carried out using a structured and systematic approach that involves careful planning, data collection, analysis, and interpretation.
• Rigorous methodology: A research project should employ a rigorous methodology that is appropriate for the research question being investigated. This may involve the use of statistical analysis, surveys, experiments, or other methods.
• Data collection : A research project involves collecting data from a variety of sources, including primary sources (such as surveys or experiments) and secondary sources (such as published literature or databases).
• Analysis and interpretation : Once the data has been collected, it needs to be analyzed and interpreted. This involves using statistical techniques or other methods to identify patterns or relationships in the data.
• Conclusion and implications : A research project should lead to a clear conclusion that answers the research question. It should also identify the implications of the findings for future research or practice.
• Communication: The results of the research project should be communicated clearly and effectively, using appropriate language and visual aids, to a range of audiences, including peers, stakeholders, and the wider public.

Importance of Research Project

Research projects are an essential part of the process of generating new knowledge and advancing our understanding of various fields of study. Here are some of the key reasons why research projects are important:

• Advancing knowledge : Research projects are designed to generate new knowledge and insights into particular topics or questions. This knowledge can be used to inform policies, practices, and decision-making processes across a range of fields.
• Solving problems: Research projects can help to identify solutions to real-world problems by providing a better understanding of the causes and effects of particular issues.
• Developing new technologies: Research projects can lead to the development of new technologies or products that can improve people’s lives or address societal challenges.
• Improving health outcomes: Research projects can contribute to improving health outcomes by identifying new treatments, diagnostic tools, or preventive strategies.
• Enhancing education: Research projects can enhance education by providing new insights into teaching and learning methods, curriculum development, and student learning outcomes.
• Informing public policy : Research projects can inform public policy by providing evidence-based recommendations and guidance on issues related to health, education, environment, social justice, and other areas.
• Enhancing professional development : Research projects can enhance the professional development of researchers by providing opportunities to develop new skills, collaborate with colleagues, and share knowledge with others.

Research Project Ideas

Following are some Research Project Ideas:

Field: Psychology

• Investigating the impact of social support on coping strategies among individuals with chronic illnesses.
• Exploring the relationship between childhood trauma and adult attachment styles.
• Examining the effects of exercise on cognitive function and brain health in older adults.
• Investigating the impact of sleep deprivation on decision making and risk-taking behavior.
• Exploring the relationship between personality traits and leadership styles in the workplace.
• Examining the effectiveness of cognitive-behavioral therapy (CBT) for treating anxiety disorders.
• Investigating the relationship between social comparison and body dissatisfaction in young women.
• Exploring the impact of parenting styles on children’s emotional regulation and behavior.
• Investigating the effectiveness of mindfulness-based interventions for treating depression.
• Examining the relationship between childhood adversity and later-life health outcomes.

Field: Economics

• Analyzing the impact of trade agreements on economic growth in developing countries.
• Examining the effects of tax policy on income distribution and poverty reduction.
• Investigating the relationship between foreign aid and economic development in low-income countries.
• Exploring the impact of globalization on labor markets and job displacement.
• Analyzing the impact of minimum wage laws on employment and income levels.
• Investigating the effectiveness of monetary policy in managing inflation and unemployment.
• Examining the relationship between economic freedom and entrepreneurship.
• Analyzing the impact of income inequality on social mobility and economic opportunity.
• Investigating the role of education in economic development.
• Examining the effectiveness of different healthcare financing systems in promoting health equity.

Field: Sociology

• Investigating the impact of social media on political polarization and civic engagement.
• Examining the effects of neighborhood characteristics on health outcomes.
• Analyzing the impact of immigration policies on social integration and cultural diversity.
• Investigating the relationship between social support and mental health outcomes in older adults.
• Exploring the impact of income inequality on social cohesion and trust.
• Analyzing the effects of gender and race discrimination on career advancement and pay equity.
• Investigating the relationship between social networks and health behaviors.
• Examining the effectiveness of community-based interventions for reducing crime and violence.
• Analyzing the impact of social class on cultural consumption and taste.
• Investigating the relationship between religious affiliation and social attitudes.

Field: Computer Science

• Developing an algorithm for detecting fake news on social media.
• Investigating the effectiveness of different machine learning algorithms for image recognition.
• Developing a natural language processing tool for sentiment analysis of customer reviews.
• Analyzing the security implications of blockchain technology for online transactions.
• Investigating the effectiveness of different recommendation algorithms for personalized advertising.
• Developing an artificial intelligence chatbot for mental health counseling.
• Investigating the effectiveness of different algorithms for optimizing online advertising campaigns.
• Developing a machine learning model for predicting consumer behavior in online marketplaces.
• Analyzing the privacy implications of different data sharing policies for online platforms.
• Investigating the effectiveness of different algorithms for predicting stock market trends.

Field: Education

• Investigating the impact of teacher-student relationships on academic achievement.
• Analyzing the effectiveness of different pedagogical approaches for promoting student engagement and motivation.
• Examining the effects of school choice policies on academic achievement and social mobility.
• Investigating the impact of technology on learning outcomes and academic achievement.
• Analyzing the effects of school funding disparities on educational equity and achievement gaps.
• Investigating the relationship between school climate and student mental health outcomes.
• Examining the effectiveness of different teaching strategies for promoting critical thinking and problem-solving skills.
• Investigating the impact of social-emotional learning programs on student behavior and academic achievement.
• Analyzing the effects of standardized testing on student motivation and academic achievement.

Field: Environmental Science

• Investigating the impact of climate change on species distribution and biodiversity.
• Analyzing the effectiveness of different renewable energy technologies in reducing carbon emissions.
• Examining the impact of air pollution on human health outcomes.
• Investigating the relationship between urbanization and deforestation in developing countries.
• Analyzing the effects of ocean acidification on marine ecosystems and biodiversity.
• Investigating the impact of land use change on soil fertility and ecosystem services.
• Analyzing the effectiveness of different conservation policies and programs for protecting endangered species and habitats.
• Investigating the relationship between climate change and water resources in arid regions.
• Examining the impact of plastic pollution on marine ecosystems and biodiversity.
• Investigating the effects of different agricultural practices on soil health and nutrient cycling.

Field: Linguistics

• Analyzing the impact of language diversity on social integration and cultural identity.
• Investigating the relationship between language and cognition in bilingual individuals.
• Examining the effects of language contact and language change on linguistic diversity.
• Investigating the role of language in shaping cultural norms and values.
• Analyzing the effectiveness of different language teaching methodologies for second language acquisition.
• Investigating the relationship between language proficiency and academic achievement.
• Examining the impact of language policy on language use and language attitudes.
• Investigating the role of language in shaping gender and social identities.
• Analyzing the effects of dialect contact on language variation and change.
• Investigating the relationship between language and emotion expression.

Field: Political Science

• Analyzing the impact of electoral systems on women’s political representation.
• Investigating the relationship between political ideology and attitudes towards immigration.
• Examining the effects of political polarization on democratic institutions and political stability.
• Investigating the impact of social media on political participation and civic engagement.
• Analyzing the effects of authoritarianism on human rights and civil liberties.
• Investigating the relationship between public opinion and foreign policy decisions.
• Examining the impact of international organizations on global governance and cooperation.
• Investigating the effectiveness of different conflict resolution strategies in resolving ethnic and religious conflicts.
• Analyzing the effects of corruption on economic development and political stability.
• Investigating the role of international law in regulating global governance and human rights.

Field: Medicine

• Investigating the impact of lifestyle factors on chronic disease risk and prevention.
• Examining the effectiveness of different treatment approaches for mental health disorders.
• Investigating the relationship between genetics and disease susceptibility.
• Analyzing the effects of social determinants of health on health outcomes and health disparities.
• Investigating the impact of different healthcare delivery models on patient outcomes and cost effectiveness.
• Examining the effectiveness of different prevention and treatment strategies for infectious diseases.
• Investigating the relationship between healthcare provider communication skills and patient satisfaction and outcomes.
• Analyzing the effects of medical error and patient safety on healthcare quality and outcomes.
• Investigating the impact of different pharmaceutical pricing policies on access to essential medicines.
• Examining the effectiveness of different rehabilitation approaches for improving function and quality of life in individuals with disabilities.

Field: Anthropology

• Analyzing the impact of colonialism on indigenous cultures and identities.
• Investigating the relationship between cultural practices and health outcomes in different populations.
• Examining the effects of globalization on cultural diversity and cultural exchange.
• Investigating the role of language in cultural transmission and preservation.
• Analyzing the effects of cultural contact on cultural change and adaptation.
• Investigating the impact of different migration policies on immigrant integration and acculturation.
• Examining the role of gender and sexuality in cultural norms and values.
• Investigating the impact of cultural heritage preservation on tourism and economic development.
• Analyzing the effects of cultural revitalization movements on indigenous communities.

About the author

Muhammad Hassan

Researcher, Academic Writer, Web developer

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Frequently asked questions

What is a research project.

A research project is an academic, scientific, or professional undertaking to answer a research question . Research projects can take many forms, such as qualitative or quantitative , descriptive , longitudinal , experimental , or correlational . What kind of research approach you choose will depend on your topic.

Frequently asked questions: Writing a research paper

The best way to remember the difference between a research plan and a research proposal is that they have fundamentally different audiences. A research plan helps you, the researcher, organize your thoughts. On the other hand, a dissertation proposal or research proposal aims to convince others (e.g., a supervisor, a funding body, or a dissertation committee) that your research topic is relevant and worthy of being conducted.

Formulating a main research question can be a difficult task. Overall, your question should contribute to solving the problem that you have defined in your problem statement .

However, it should also fulfill criteria in three main areas:

• Researchability
• Feasibility and specificity
• Relevance and originality

Research questions anchor your whole project, so it’s important to spend some time refining them.

In general, they should be:

• Focused and researchable
• Answerable using credible sources
• Complex and arguable
• Feasible and specific
• Relevant and original

All research questions should be:

• Focused on a single problem or issue
• Researchable using primary and/or secondary sources
• Feasible to answer within the timeframe and practical constraints
• Specific enough to answer thoroughly
• Complex enough to develop the answer over the space of a paper or thesis
• Relevant to your field of study and/or society more broadly

A research aim is a broad statement indicating the general purpose of your research project. It should appear in your introduction at the end of your problem statement , before your research objectives.

Research objectives are more specific than your research aim. They indicate the specific ways you’ll address the overarching aim.

Once you’ve decided on your research objectives , you need to explain them in your paper, at the end of your problem statement .

Keep your research objectives clear and concise, and use appropriate verbs to accurately convey the work that you will carry out for each one.

I will compare …

Your research objectives indicate how you’ll try to address your research problem and should be specific:

Research objectives describe what you intend your research project to accomplish.

They summarize the approach and purpose of the project and help to focus your research.

Your objectives should appear in the introduction of your research paper , at the end of your problem statement .

The main guidelines for formatting a paper in Chicago style are to:

• Use a standard font like 12 pt Times New Roman
• Use 1 inch margins or larger
• Apply double line spacing
• Indent every new paragraph ½ inch
• Include a title page
• Place page numbers in the top right or bottom center
• Cite your sources with author-date citations or Chicago footnotes
• Include a bibliography or reference list

To automatically generate accurate Chicago references, you can use Scribbr’s free Chicago reference generator .

The main guidelines for formatting a paper in MLA style are as follows:

• Use an easily readable font like 12 pt Times New Roman
• Set 1 inch page margins
• Include a four-line MLA heading on the first page
• Center the paper’s title
• Use title case capitalization for headings
• Cite your sources with MLA in-text citations
• List all sources cited on a Works Cited page at the end

To format a paper in APA Style , follow these guidelines:

• Use a standard font like 12 pt Times New Roman or 11 pt Arial
• If submitting for publication, insert a running head on every page
• Apply APA heading styles
• Cite your sources with APA in-text citations
• List all sources cited on a reference page at the end

No, it’s not appropriate to present new arguments or evidence in the conclusion . While you might be tempted to save a striking argument for last, research papers follow a more formal structure than this.

All your findings and arguments should be presented in the body of the text (more specifically in the results and discussion sections if you are following a scientific structure). The conclusion is meant to summarize and reflect on the evidence and arguments you have already presented, not introduce new ones.

The conclusion of a research paper has several key elements you should make sure to include:

• A restatement of the research problem
• A summary of your key arguments and/or findings
• A short discussion of the implications of your research

Don’t feel that you have to write the introduction first. The introduction is often one of the last parts of the research paper you’ll write, along with the conclusion.

This is because it can be easier to introduce your paper once you’ve already written the body ; you may not have the clearest idea of your arguments until you’ve written them, and things can change during the writing process .

The way you present your research problem in your introduction varies depending on the nature of your research paper . A research paper that presents a sustained argument will usually encapsulate this argument in a thesis statement .

A research paper designed to present the results of empirical research tends to present a research question that it seeks to answer. It may also include a hypothesis —a prediction that will be confirmed or disproved by your research.

The introduction of a research paper includes several key elements:

• A hook to catch the reader’s interest
• Relevant background on the topic
• Details of your research problem

and your problem statement

• A thesis statement or research question
• Sometimes an overview of the paper

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Home » Education » What is the Difference Between Research and Project

What is the Difference Between Research and Project

The main difference between research and project is that research is the systematic investigation and study of materials and sources to establish facts and reach new conclusions, while a project is a specific and finite activity that gives a measurable and observable result under preset requirements.

Both research and projects use a systematic approach. We also sometimes use the term research project to refer to research studies.

Key Areas Covered

1.  What is Research       – Definition, Features 2. What is a Project      – Definition, Features 3.  Difference Between Research and Project      – Comparison of Key Differences

Research, Project

What is Research

Research is a careful study a researcher conducts using a systematic approach and scientific methods. A research study typically involves several components: abstract, introduction ,  literature review ,  research design, and method , results and analysis, conclusion, bibliography. Researchers usually begin a formal research study with a hypothesis; then, they test this hypothesis rigorously. They also explore and analyze the literature already available on their research subject. This allows them to study the research subject from multiple perspectives, acknowledging different problems that need to be solved.

There are different types of research, the main two categories being quantitative research and qualitative research. Depending on their research method and design, we can also categorize research as descriptive research, exploratory research, longitudinal research, cross-sectional research, etc.

Furthermore, research should always be objective or unbiased. Moreover, if the research involves participants, for example, in surveys or interviews, the researcher should always make sure to obtain their written consent first.

What is a Project

A project is a collaborative or individual enterprise that is carefully planned to achieve a particular aim. We can also describe it as a specific and finite activity that gives a measurable and observable result under preset requirements. This result can be tangible or intangible; for example, product, service, competitive advantage, etc. A project generally involves a series of connected tasks planned for execution over a fixed period of time and within certain limitations like quality and cost. The Project Management Body of Knowledge (PMBOK) defines a project as a “temporary endeavor with a beginning and an end, and it must be used to create a unique product, service or result.”

Difference Between Research and Project

Research is a careful study conducted using a systematic approach and scientific methods, whereas a project is a collaborative or individual enterprise that is carefully planned to achieve a particular aim.

Research studies are mainly carried out in academia, while projects can be seen in a variety of contexts, including businesses.

The main aim of the research is to seek or revise facts, theories, or principles, while the main aim of a project is to achieve a tangible or intangible result; for example, product, service, competitive advantage, etc.

The main difference between research and project is that research is the systematic investigation and study of materials and sources to establish facts and reach new conclusions, while the project is a specific and finite activity that gives a measurable and observable result under preset requirements.

1. “ What Is a Project? – Definition, Lifecycle and Key Characteristics .” Your Guide to Project Management Best Practices .

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1. “ Research ” by Nick Youngson (CC BY-SA 3.0) via The Blue Diamond Gallery 2. “ Project-group-team-feedback ” (CC0) via Pixabay

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News from the Columbia Climate School

Student Spotlight: Navigating Sustainable Development for My Career Through Capstone Projects

Lylia Saurel

Adrienne Day

Marcella Petiprin and Andrew Pontius, two seniors from the Undergraduate Program in Sustainable Development (SDEV) program, have completed capstone projects at Columbia’s Climate School. They share some of their experiences and advice for students who wish to pursue an academic career in sustainability.

Marcella Petiprin was born in Flint, Michigan, and grew up passionate about the outdoors with a focus on water. Her family owns a Christmas tree farm and she is enthusiastic about giving back to the community. She currently sits on the board of the Flint Classroom Support Fund.

What drew you to the sustainable development major or special concentration?

I was most excited to discover that the sustainable development curriculum was one that focused on the social and economic features of environmental and climate issues. While I initially came to Columbia as an environmental science major, I’d always been aware of and interested in the important interactions between people and the environment because, to me, understanding these interactions is fundamental to making the monumental changes necessary to combat climate change and environmental degradation.

What advice do you have for students who wish to enroll in the Sustainable Development program?

My advice is to take as many cross-listed courses as possible. The sustainable development major is unique in the wide breadth of courses offered in different departments, and I wish I’d taken advantage of more economics, engineering and environmental biology courses. Through the Sustainable Development program, not only have I been able to build a strong foundation in Earth and environmental science, I’ve been able to explore how to build upon them in the real world and to shift the priorities of businesses and governments toward a more sustainable future.

What was your favorite class in the Sustainable Development program and why?

The energy law course with Michael Gerrard sparked my interest in renewable energy, motivated me to choose a career path in the energy sector, and gave me a robust foundation of knowledge which has been supremely valuable.

How did the program shape your understanding of sustainability?

The program has most strongly expanded my view of sustainability as being universally applicable. Sustainability is important and accessible to all people, all communities and all sectors. Sustainability is not only a discipline in and of itself, but a part of all other disciplines. While this certainly expands the scope of sustainability, it also gives me great hope for a future where sustainability is an ingrained practice for everyone.

Can you talk about your capstone project? 

The Pearl River in Jackson, Mississippi, has a major flooding issue exacerbated by a local precedent of permitting development in the floodplain and bureaucratic gridlock within local, regional and state authorities, which has prevented Jackson from moving forward on any new flood control projects for nearly 40 years. In a partnership facilitated by the Community and College Partners Program (C2P2), our capstone project has been working with the nonprofit Mississippi Citizens United for Prosperity (MCUP).

We developed a detailed community survey to make up for a historical lack of tangible data on the scale of flooding and the direct and indirect impacts on the local neighborhoods. Our visit to Jackson and direct engagement with the local community improved our understanding of the issue tremendously. We noticed there was a lack of understanding of relevant hydrology principles, available flood management options, as well as the private, nonprofit and political interests, which were all vying for public support, all stemming from a lack of centralized information.

Ultimately the capstone workshop was one of the most rewarding experiences of my academic career. It was incredibly meaningful to work with MCUP to develop deliverables that would be useful to the community and have a positive impact. My advice for future groups, those working with MCUP and in general, is not to underestimate nor underutilize local embedded knowledge. There is a long history of privileged students parachuting into communities with backgrounds that are often different than our own and attempting to implement what we idealize as effective solutions, but it is extremely important to remember that the people who live in these communities are informed, knowledgeable, thoughtful and should be engaged in problem-solving every step of the way.

Andrew Pontius is originally from Bremerton, Washington. Before joining the Sustainable Development program at Columbia, he had an 11-year dance career in Seattle and Europe where he toured and performed in both ballet and contemporary dance. As a lover of the outdoors, Andrew has also lived on a sailboat in Seattle.

During my time in Dresden, Germany, I had fantastic roommates who encouraged me to be more mindful about my consumption and to live more efficiently. That is how my concern with consumption and waste started, but then once back in Seattle, waking up in the morning to ash everywhere from nearby forest fires was a real wake-up call. Without the beauty of our natural world, what is there?

Do it! We need everyone tackling sustainability problems and how to share resources for all. There are a lot of great classes to choose from, so be curious and try new things. The workload is heavy, but professors are very supportive. If you’re searching for a way to connect with a grassroots community organization, I would recommend completing a capstone with Radley Horton .

What were your favorite classes in the Sustainable Development program and why?

As someone with interests in the future of energy in the US, the energy law class with Michael Gerrard was one of my favorites and I would recommend it to anyone who wants to learn more about energy. The Catskills watershed class was a very cool way to learn about New York City’s deep roots and history for sourcing its water. All the sustainable development professors I’ve had the chance to work with were kind, approachable and inspiring.

This is an empowering degree and I’m very thankful to have gone through such a rigorous yet enjoyable program. The program taught me that sustainability means different things for different people and that not everyone can afford to switch how they source and use energy or what products they buy. My classes have highlighted that sustainable development is a complex issue that needs to be addressed from a variety of angles.

Can you talk about your capstone project and what it entailed?

The Jackson Mississippi capstone group collaborated with a community organization on flood-related research. Together, we developed a comprehensive survey and crafted an informative story map for their webpage. Additionally, utilizing a Problem Tree framework—an approach to problem identification and solution generation used in engineering—we identified and connected various direct and indirect causes and effects of flooding in Jackson, providing valuable insights for the community.

The best part of the capstone project was working with local community members and getting to know people who fight for the well-being of their community. We conducted research while visiting the neighborhoods most impacted by persistent flooding. There are of course work expectations, but it is also somewhat freeform, so you have to apply yourself to learn and contribute to the group. The project taught me about comprehensive social and Earth sciences that informed both my personal and professional lives.

Related Posts

Sustainable Development Program Hosts Annual Alumni Career Conversations Panel

Register to Present at the Climate School’s Earth Month and Student Research Showcase

Student Spotlight: Exploring the Impact of Sustainable Development on Study Abroad Experiences

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GIRT project partner meeting in Addis Ababa

The project meeting was opened by official representatives of Addis Ababa University, the project coordinator, Tania Berger from University of Continuing Education Krems and Kumela Gudeta, the responsible coordinator at Addis Ababa University. Furthermore, Doris Gebru-Zeilermayr from the local office of the Austrian Development Agency as well as Julia Lichtkoppler from the APPEAR Office delivered opening remarks. The Austrian Ambassador to Ethiopia, Dr. Simone Knapp, joined the meeting for the closing ceremony.

GIRT sets out to conduct qualitative, in-depth research in selected case study areas in Addis Ababa, Bahir Dar, Mekelle and Nampula, to investigate problems and challenges faced by inhabitants of informal settlements, particularly of women. The goal is to furthermore identify coping strategies and potential interventions for improving especially women’s living conditions in the selected settlements. So far, the project consortium has collected a substantial amount of data through interviews conducted in the case study areas in Addis Ababa, Mekelle and Nampula. During the project meeting in Addis Ababa, the preliminary results from the interviews were presented and a common methodology for coding the interviews was developed by the project consortium. The analysis of the qualitative data should on the one hand provide comparable results in the further course of the project and form the basis for concrete transdisciplinary applications in the informal settlements.

In the course of the meeting, the project consortium and the APPEAR Office visited the case study site and the campus of Addis Ababa University. Furthermore, meetings with national and international stakeholders were held. In addition to that APPEAR Alumna Dr. Wossen Argaw Tegegn provided input on Gender Research in Higher Education in Ethiopia . The project coordinators of the participating institutions of the GIRT project were furthermore invited to the Alumni reception hosted by the Austrian Ambassador to Ethiopia, Dr. Simone Knapp.

More information on the GIRT project.

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April 3, 2024

SK hynix announces semiconductor advanced packaging investment in Purdue Research Park

SK hynix announced Wednesday (April 3) semiconductor advanced packaging investment in Purdue Research Park. From left to right: Indiana Gov. Eric Holcomb; Kwak Noh-jung, SK hynix president and CEO; Woojin Choi, SK hynix executive vice president; Arati Prabhakar, director, White House Office of Science and Technology Policy, and assistant to the president for science and technology; Mung Chiang, Purdue University president (speaking); Arun Venkataraman, U.S. Department of Commerce assistant secretary; U.S. Sen. Todd Young; Hyundong Cho, ambassador of the Republic of Korea to the United States; David Rosenberg, Indiana secretary of commerce; Mitch Daniels, Purdue Research Foundation chairman. (Purdue University/Kelsey Lefever)

The company's facility for AI memory chips marks the largest single economic development in the history of the state

WEST LAFAYETTE, Ind. — SK hynix Inc. announced Wednesday (April 3) that it plans to invest close to $4 billion to build an advanced packaging fabrication and R&D facility for AI products in the Purdue Research Park. The development of a critical link in the U.S. semiconductor supply chain in West Lafayette marks a giant leap forward in the industry and the state. 

“We are excited to build a state-of-the-art advanced packaging facility in Indiana,” said SK hynix CEO Kwak Noh-Jung. “We believe this project will lay the foundation for a new Silicon Heartland, a semiconductor ecosystem centered in the Midwest Triangle. This facility will create local, high-paying jobs and produce AI memory chips with unmatched capabilities, so that America can onshore more of its critical chip supply chain. We are grateful for the support of Gov. Holcomb and the state of Indiana, of President Chiang at Purdue University, and of the broader community involved, and we look forward to expanding our partnership in the long run.”

SK hynix joins Bayer, imec, MediaTek, Rolls-Royce, Saab and many more national and international companies bringing innovation to America's heartland. The new facility — home to an advanced semiconductor packaging production line that will mass-produce next-generation high-bandwidth memory, or HBM, chips, the critical component of graphic processing units that train AI systems such as ChatGPT — is expected to provide more than a thousand new employment opportunities in the Greater Lafayette community. The company plans to begin mass production in the second half of 2028.

The project marks SK hynix’s intention for long-term investment and partnership in Greater Lafayette. The company’s decision-making framework prioritizes both profit and social responsibility while promoting ethical actions and accountability. From infrastructure developments that make accessing amenities easier to community empowerment projects such as skill development and mentorship, the SK hynix advanced packaging fabrication marks a new era of collaborative growth.

“Indiana is a global leader in innovating and producing the products that will power our future economy, and today’s news is proof positive of that fact,” said Indiana Gov. Eric Holcomb. “I’m so proud to officially welcome SK hynix to Indiana, and we’re confident this new partnership will enhance the Lafayette-West Lafayette region, Purdue University and the state of Indiana for the long term. This new semiconductor innovation and packaging plant not only reaffirms the state’s role in the hard-tech sector, but is also another tremendous step forward in advancing U.S. innovation and national security, putting Hoosiers at the forefront of national and global advancements.” 

Investment in the Midwest and Indiana was spurred by Purdue’s excellence in discovery and innovation and its track record of exceptional R&D and talent development through collaboration. Partnerships among Purdue, the corporate sector, and the state and federal government are essential to advancing the U.S. semiconductor industry and establishing the region as the Silicon Heartland.

“SK hynix is the global pioneer and dominant market leader in memory chips for AI,” Purdue President Mung Chiang said. “This transformational investment reflects our state and university’s tremendous strength in semiconductors, hardware AI and development of the Hard-Tech Corridor. It is also a monumental moment for completing the supply chain of the digital economy in our country through the advanced packaging of chips. Located at Purdue Research Park, the largest facility of its kind at a U.S. university will grow and succeed through innovation.”

In 1990 the U.S. was producing nearly 40% of the world’s semiconductors. However, as manufacturing moved to Southeast Asia and China, the U.S. global output of semiconductor manufacturing has fallen to closer to 12%.

“SK hynix will soon be a household name in Indiana,” said U.S. Sen. Todd Young. “This incredible investment demonstrates their confidence in Hoosier workers, and I’m excited to welcome them to our state. The CHIPS and Science Act opened a door that Indiana has been able to sprint through, and companies like SK hynix are helping to build our high-tech future.” 

To aid in bringing semiconductor manufacturing closer to home and shoring up global supply chains, the U.S. Congress introduced the Creating Helpful Incentives to Produce Semiconductors for America Act, or CHIPS and Science Act, on June 11, 2020. Signed by President Joe Biden on Aug. 9, 2022, it funds holistic development of the semiconductor industry to the tune of $280 billion. It supports the nation's research and development, manufacturing, and supply chain security of semiconductors.

“When President Biden signed the bipartisan CHIPS and Science Act, he put a stake in the ground and sent a signal to the world that the United States cares about semiconductor manufacturing,” said Arati Prabhakar, President Biden’s chief science and technology advisor and director of the White House Office of Science and Technology Policy. “Today’s announcement will strengthen the economy and national security, and it will create good jobs that support families. This is how we do big things in America.”

Purdue Research Park, one of the largest university-affiliated incubation complexes in the country, unites discovery and delivery with easy access to Purdue faculty experts in the semiconductor field, highly sought-after graduates prepared to work in the industry, and vast Purdue research resources. The park also offers convenient accessibility for workforce and semitruck traffic, with access to I-65 just minutes away.

This historic announcement is the next step in Purdue University’s persistent pursuit of semiconductor excellence as part of the Purdue Computes initiative. Recent announcements include these

• Purdue University Comprehensive Semiconductors and Microelectronics Program
• A strategic partnership with Dassault Systèmes to improve, accelerate and transform semiconductor workforce development
• European technology leader imec opens innovation hub at Purdue
• The nation’s first comprehensive Semiconductor Degrees Program
• Purdue continues to create unique lab-to-fab ecosystem for the state and country
• Green2Gold, a collaboration between Ivy Tech Community College and Purdue University to grow Indiana’s engineering workforce

What they’re saying

• “This decision by a world-renowned, best-in-class company represents a dramatic fulfillment of Purdue’s duty to serve the state as not only its premier academic institution but also its No. 1 economic asset. It’s also a gratifying validation of our Discovery Park District initiative to bring new opportunities to our students, faculty and Greater Lafayette neighbors. Today marks the Purdue ecosystem’s latest and greatest, but assuredly not its last, contribution to a more prosperous Indiana and a stronger America.” — Mitch Daniels, chairman of the board, Purdue Research Foundation
• “On behalf of my fellow trustees, we are pleased to welcome SK hynix Inc. to the Purdue Research Park. Their arrival will significantly strengthen Purdue University’s dual commitments to educating the next generation of workforce leaders in semiconductors and supporting the national security of our nation.” — Michael Berghoff, chair, Purdue Board of Trustees
• “The impact of SK hynix is more than the creation of high-paying careers for Hoosiers. Undergraduates will have opportunities for internships, co-op and full-time employment when they graduate. Graduate students and faculty will work closely with SK hynix researchers, not only on basic research, but also to accelerate the transition of research into pilot production and manufacturing. This is just the beginning. As other companies see what’s happening here in the heart of the heartland, they’ll come too, and a significant new cluster of semiconductor manufacturing and research will emerge.” — Mark Lundstrom, chief semiconductor officer, Purdue University
• “West Lafayette is thrilled to join our national efforts to bring the semiconductor industry to the United States through President Biden’s CHIPS and Science Act. This partnership will leverage Purdue University’s science and research expertise with SK hynix’s innovation in semiconductor technology. The impact on West Lafayette will enable us to continue to provide the high level of service our community expects and to increase our quality-of-life amenities for the region so we can attract and retain the excellent graduates of Purdue University. In addition, SK hynix’s global dedication to net zero carbon emissions by 2050, water process reduction and recycling, and zero-waste-to-landfill programs aligns with our community’s commitment to environmental stewardship. We are grateful for SK hynix’s investment and commitment to West Lafayette and for our partners Purdue University, Purdue Research Foundation, the city of Lafayette, Tippecanoe County and the Greater Lafayette region.” — Erin Easter, mayor of West Lafayette
• “The pandemic disruption has shown the reliance on semiconductors, with production concentrated in limited regions around the world. Greater Lafayette has worked continuously and cooperatively for years to position ourselves for an opportunity of this magnitude, and we look forward to the long-term economic impact this will have on our communities. The collaborative efforts between cities and county governments, Purdue University, the state of Indiana and Sen. Todd Young’s office is a testament to these efforts. Our joint investments in infrastructure, innovation, along with quality-of-life initiatives, have contributed to this venture becoming a reality. We look forward to working with and welcoming SK hynix to Greater Lafayette!” — Tony Roswarski, mayor of Lafayette
• “Ivy Tech, as Indiana’s largest postsecondary institution, is focused on building Indiana talent pipelines aligned to employers and emerging industries which strengthen Indiana’s economy. The microelectronics industry will play a key role in Indiana’s success, which is why we are pleased to work with SK hynix and Purdue to provide training, credentials and degrees designed for the semiconductor industry. SK hynix’s commitment to Indiana reinforces that we all win when we address complex issues through strong partnerships." — Sue Ellspermann, president, Ivy Tech Community College
• “Semiconductors and microelectronics are at the forefront of focus for Purdue Research Foundation. I am pleased to welcome SK hynix to Indiana and start the hard work of ensuring this is the best business decision that SK hynix has ever made.” — Brian Edelman, president, Purdue Research Foundation
• “The Alliances team is thrilled to welcome SK hynix to the Purdue ecosystem, and we look forward to empowering them to thrive here in Indiana with all the immense assets Purdue and Greater Lafayette offer. We look forward to forging a strong relationship with mutual value for SK hynix, Purdue Research Foundation and the broader Greater Lafayette community for many years to come.” — Gregory Deason, senior vice president of alliances and placemaking, Purdue Research Foundation
• “During my time at Purdue Research Foundation, we have consistently been successful in assisting our partners like Saab in developing complex builds well ahead of schedule and within budget. I look forward to building on our excellent track record with SK hynix to help them in creating a state-of-the-art facility which best meets their unique needs.” — Richard Michal, senior vice president of capital projects and facilities, Purdue Research Foundation

About SK hynix Inc.

SK hynix Inc., headquartered in Korea, is the world’s top-tier semiconductor supplier offering Dynamic Random Access Memory chips (“DRAM”), flash memory chips (“NAND   flash”)   and CMOS Image Sensors (“CIS”) for a wide range of distinguished customers globally. The Company’s shares are traded on the Korea Exchange, and the Global Depository shares are listed on the Luxembourg Stock Exchange. Further information about SK hynix is available at   www.skhynix.com ,   news.skhynix.com .  

About Purdue Research Foundation

Purdue Research Foundation is a private, nonprofit foundation created to advance the mission of Purdue University. Established in 1930, the foundation accepts gifts, administers trusts, funds scholarships and grants, acquires and sells property, protects and licenses Purdue's intellectual property, and supports creating Purdue-connected startups on behalf of Purdue. The foundation operates Purdue Innovates, which includes the Office of Technology Commercialization, Incubator and Ventures. The foundation manages the Purdue Research Park, Discovery Park District, Purdue Technology Centers and Purdue for Life Foundation.

For more information on licensing a Purdue innovation, contact the Office of Technology Commercialization at [email protected] . For more information about involvement and investment opportunities in startups based on a Purdue innovation, contact Purdue Innovates at [email protected] .

About Purdue University

Purdue University is a public research institution demonstrating excellence at scale. Ranked among top 10 public universities and with two colleges in the top four in the United States, Purdue discovers and disseminates knowledge with a quality and at a scale second to none. More than 105,000 students study at Purdue across modalities and locations, including nearly 50,000 in person on the West Lafayette campus. Committed to affordability and accessibility, Purdue’s main campus has frozen tuition 13 years in a row. See how Purdue never stops in the persistent pursuit of the next giant leap — including its first comprehensive urban campus in Indianapolis, the new Mitchell E. Daniels, Jr. School of Business, and Purdue Computes — at https://www.purdue.edu/president/strategic-initiatives . 

Media contact:

Tim Doty, [email protected]

Note to journalists:   Photo, b-roll and sound bites from this announcement will be available for media use on   Google Drive .

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FIFA Pitch Research Project in Tennessee striving to create the perfect pitches for 2026

FIFA has partnered with University of Tennessee and Michigan State University to produce the best possible pitches for the game-changing tournament

A FIFA delegation visited the innovative FIFA Pitch Research Project in Tennessee for a FIFA Research Field Day event

Field Day event was the first official get-together of 250 pitch managers and industry leaders ahead of FIFA World Cup 26™

A FIFA delegation visited the University of Tennessee (UT) in Knoxville, USA as part of the FIFA Pitch Research Field Day event to inspect the turf research & development (R&D) facility and meet with the teams who are working to create the perfect pitches for the FIFA World Cup 26™. The FIFA Research Field Day was the first official get-together of pitch managers from all 16 host city stadiums and training sites for the FIFA World Cup 26. Representatives from FIFA member associations, confederations, leagues, clubs, and industry suppliers were also present as over 200 turf specialists discussed the challenges and opportunities for the FIFA World Cup 26 R&D project. FIFA Chief Operating Officer World Cup, Heimo Schirgi was accompanied by Manolo Zubiria, FIFA Chief Tournament Officer – USA, Kaj Heyral, FIFA26 Director Infrastructure & Technical Services, Alan Ferguson, FIFA Senior Pitch Management Manager and Ewen Hodge, FIFA26 Senior Pitch Infrastructure Manager. Attendees were given the opportunity to inspect the pitch research facility at UT, hear from experts, and get an update on the status and learnings from the FIFA Research Project.

FIFA Pitch Research Project in Tennessee

12 Apr 2024

When host cities and venues for the FIFA World Cup 26 were announced in June 2022, FIFA’s Pitch Management Team implemented an innovative five-year research and development project to produce the perfect pitches for the tournament. FIFA partnered with UT and Michigan State University (MSU), two globally renowned research leaders who specialise in pitch management and player welfare, to deliver the largest ever sports turf research programme specifically for football/soccer. The two lead professors from the universities working on this R&D programme were involved in the pitch development programme for the last North American FIFA World Cup™ in 1994. “One of the easiest decisions I have made around this tournament so far was the partnering of Tennessee and Michigan State universities,” said Ferguson. “Both already had world-leading reputations, both already led by world-leading turf professors, I didn’t want to reinvent the wheel, it was already here.” With three host countries, 16 host cities, and varying sporting venues, time zones and climates, the tournament poses unique challenges for the delivery of uniform and consistent natural grass pitches. It is also an opportunity to develop the optimum playing conditions for the biggest sporting event in history in 2026, as well as future tournaments around the world for years to come.

A general view during the FIFA Research Project Field Day on April 10

A general view during the fifa research project field day on april 10, 2024 in knoxville.

“It’s important that we get these pitches playing and looking as identical as we can. Whether it’s a stadium in Canada, in the Midwest US, or down in the mountains of Mexico, we want there to be consistency with what a player feels under his foot. For us, it’s all about the consistency of the playability for the player,” said Ferguson. Obstacles across the 16 host stadiums, 84 training sites and 178 practice fields include grass maintenance inside fully-roofed stadiums, conversion of artificial pitches, variations in surface standards and differing grass types. The team is also testing turf for ball-to-surface interactions, athlete traction, and ease of maintenance. A state-of-the-art shade house was constructed at UT to replicate conditions inside a domed stadium while MSU has a 23,000 sq ft asphalt pad installed on campus to replicate the concept of laying turf on stadium floors. Dr John Sorochan, Distinguished Professor of Turfgrass Science and Management at UT, explained that the R&D could lead to both environmental and cost benefits. “Sustainability is kind of a unique component to this,” said Sorochan. “The ability to produce a harvestable sod in as much as 16 to 20 weeks is paramount. We can do something really fast, and we can also cut down trucking costs, too. In theory, we can probably do this closer to urban areas and take up a large, vacated parking lot and actually grow the sod close to the stadiums, so you reduce transport costs as well.” Dr John Rogers III, North American Turf Management Specialist from MSU, added: “If you can perfect this – which is what we are doing – you push turf grass science forward. You increase sustainability, you increase every part of the ability of the turf manager to be able to host multi-events in multi-use stadiums. It opens every avenue, and it’s the main reason that, for me, I got involved in this project.”