research and development team

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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How to Start a Career in Research and Development

Research and development professionals stand at the forefront of innovation. Global research and development spending  exceeded $2.5 trillion  in 2022, and that number continues to grow as passionate professionals pioneer solutions to challenges worldwide. As the world changes, research and development (R&D) jobs experience increasing demand. 

Skilled professionals look to innovate every day, aligning their careers with their values and embracing change. Many graduate school and undergrad candidates have set their sights on R&D, and many others want to shift their career trajectories and drive innovation that improves lives. Anyone  looking to change careers  or embark on something completely new would benefit from understanding more about R&D and what it means to have a career in this evolving field. 

Table of Contents

• Overview of the R&D Field
• What to Expect in an R&D Position

Research and Development Job Requirements

• List of Biotechnology Research and Development Careers

How to Get a Job in Research and Development

• Explore R&D Jobs at Danaher

A Quick Overview of the Research and Development Field

Individuals looking to innovate could be a good fit in research and development, as they delve into understanding why something works or doesn’t. The research aspect allows organizations to identify opportunities to innovate and change lives. Development uses this research to make something tangible — a product, service or system that pushes the boundaries of possibility.

The U.S. funds  32% of global research and development , making it a melting pot of talent and innovation. A career in the industry offers an opportunity to push boundaries and take risks, thinking outside the box to find solutions to some of the world’s most significant challenges. A research and development job description could include the following responsibilities:

• Product research:  This research aims to discover innovative ways to maximize functionality for the end user. It may consist of tests, surveys and other techniques. 
• Product development:  The development phase allows R&D teams to establish a baseline and innovate to streamline functionality and provide maximum value. 
• Product updates:  An R&D team also tests existing products and new designs to identify improvement opportunities. 
• Product testing and quality control:  The R&D team uses predefined specifications to test the finished product’s quality. They use these findings to improve product design before putting it into production.  

What to Expect in a Research and Development Position

Research and development teams drive innovation that changes lives. Many organizations have R&D departments to ensure they remain agile in a rapidly changing landscape. Within R&D, different roles fit individuals with various skills and passions, some of which include: 

• Scientists:  Many scientists work in research, examining some of the world’s most significant challenges to identify market opportunities.
• Engineers:  Engineers in the R&D field work to solve specific problems revealed by research. 
• Inventors:  An inventor looks for entirely new solutions to existing problems. 
• Project managers:  Project managers oversee R&D projects. They assume responsibility for timelines, budgets and reaching predetermined milestones. 

Anyone involved in R&D can expect their day to involve innovation and creativity. Projects involve pushing boundaries and developing solutions that have never been done before. This could include pursuing a new research path or spearheading a treatment option for an illness that has yet to be understood. 

Alongside innovation comes uncertainty. R&D careers push boundaries, meaning professionals often do not know how their projects will turn out. People in this field will have to use creativity and science to think outside the box and find new ways to approach challenges. 

Growth plays another key role in R&D careers. It’s a competitive field in high demand, and R&D in physical, engineering and life sciences is  expected to grow 12%  from 2021 to 2031. Alongside expanding their knowledge in various fields, individuals in research and development roles can expect to keep growing in their careers, meaningfully impacting thousands of lives. 

While R&D promises an exciting career, it suits some personalities and skill sets better than others. Individuals interested in pursuing a career in this field should have a keen eye for detail and the ability to take initiative. The role involves teamwork, so communication and collaboration prove essential. Some of the requirements associated with a research and development job include: 

• Analytical skills:  The ability to examine phenomena and relationships closely and then explain and interpret them plays an essential role in R&D. 
• Communication skills:  R&D requires accurate and detailed information. With  49% of the workforce saying  poor communication affects their productivity, employers continue placing more emphasis on this essential skill. Strong communication skills allow team members to relay information effectively. This trait can mean the difference between a success and an expensive lesson. 
• Creativity:  Effective R&D requires balancing following existing protocols and generating original ideas. Individuals involved in this field must be creative and confident. They challenge assumptions, explore possibilities and push boundaries. 
• Technical skills:  Research and development careers depend on strong technical skills, and individuals must be able to understand concepts and applications in their field. Cutting-edge technology remains crucial, and staying relevant requires a learning mindset. 

Biotechnology Research and Development Career List

One of the most exciting research and development fields is biotechnology. This niche industry allows people to make a meaningful difference in their communities and the world. Explore some biotechnology research and development job opportunities.

Research Scientist

Research scientists  specialize in a specific study area , which allows them to conduct research projects, innovate and develop new solutions. They form the backbone of scientific innovations in many ways, pioneering new developments that change lives. Many identify a specific niche by identifying a research gap or new solution to an existing problem. 

Clinical Research Associate

A clinical research associate sets up, coordinates and supervises clinical studies. They plan and prepare these trials and assess product safety and benefits. They also act as liaisons between research sponsors and the organizations conducting the research. Their role includes being the primary contact for researchers, laboratories, ethics committees and other stakeholders. 

Biotech Product Manager

Making a meaningful impact on people’s lives forms part of a biotech project manager’s daily life. They oversee the development and launch of innovative products with their deep understanding of biotechnology. They collaborate with engineers, scientists and other technical professionals to reach product development milestones in genomics, bioinformatics and many other exciting fields. These professionals must be able to develop market opportunities in an evolving industry and make informed decisions about which products to bring to market. 

Regulatory Affairs Specialist

Regulatory affairs specialists assist in obtaining and maintaining government approval for medical devices, drugs and nutritional products. They may also handle document preparation, information management and task coordination across various departments. They play a pivotal role in R&D, balancing compliance, technology, costs and marketing objectives. 

Quality Control Analyst

A quality control analyst performs many scientific analyses to evaluate the quality of raw materials and finished products. They assume responsibility for compiling, interpreting and documenting statistical data from the testing process to confirm compliance with existing regulatory standards. Many also conduct assays and write standard operating procedures. 

Biostatistician

These analysts collect and analyze data from fields of biology, including medicine, agriculture and public health. Combining health and data science in their daily work, they solve complex problems, advance groundbreaking research and determine factors that impact human well-being. 

A biostatistician’s day includes collecting and analyzing data from living organisms. Many divide their time between research and fieldwork. They use statistical modeling to make predictions about medical and biotechnology trends, ensuring their organizations remain agile in a changing landscape. 

Laboratory Technician

R&D laboratory technicians participate in cutting-edge research, helping their organizations create new products or materials that change lives. They assume responsibility for correctly handling samples, chemicals and equipment to prevent contamination and promote laboratory safety. They also document test results to keep accurate records of pioneering advances.

Biomedical Engineer 

Biomedical engineers stand at the forefront of innovation. They design biomedical devices, diagnostic tools and treatments that improve lives. Examples of equipment designed by biomedical engineers include pacemakers and biosensors. These individuals draw schematics, develop prototypes and design tests for lifesaving equipment. They perform and publish scientific research and instruct medical professionals on using new tools with patients. 

Process Development Specialist

A process development specialist plays a crucial role in developing new products. These professionals ensure efficient and cost-effective product design and creation by focusing on process productivity. They spend much time in laboratories, testing product designs or recommending product improvements to their team. 

Bioinformatics Specialist

Bioinformatics specialists collect, manage and study biological and biochemical data at the molecular level. They often focus on molecular and genomic data, building and maintaining databases and using algorithms to analyze and visualize data. Their work forms an integral part of the research process, as they manage data and make it available to the rest of their teams. 

Research and development jobs allow candidates to realize life’s potential. Any candidate looking to enter the field through undergrad or graduate school or even make a career change can look forward to an exciting and meaningful career. Candidates entering the field should focus on the following areas to achieve their desired position. 

Focus on a Strong Educational Background

R&D encompasses a vast and versatile field. Candidates can choose from various relevant qualifications to begin their careers. Degrees in biology, chemistry, biotechnology and engineering provide excellent starting points. 

Candidates with a general interest in research and development but uncertain about where to specialize can benefit from computer science, mathematics or physics degrees. Candidates who want to follow an engineering path can look at relevant engineering degrees, and those interested in management often choose business administration or finance degrees. Because many R&D jobs are highly technical, candidates can benefit from pursuing advanced degrees. Employers may prefer candidates with a master’s degree or PhD, especially in specialized areas. 

Gain Relevant Experience

Practical experience is a valuable asset for any candidate pursuing an R&D career. Candidates should look for internships or co-op programs that offer exposure to R&D workflows. They should choose internships that align with their study areas and career goals and  make the most of every opportunity  through networking and growth opportunities. While studying, they should participate in research projects to better understand different areas of interest. 

Extracurricular activities offer another way to gain experience. Competitions and clubs allow candidates to apply their skills and knowledge to real-world problems. The more they become involved in R&D, the more they learn. Every challenge offers an opportunity to sharpen their problem-solving skills and gain exposure to more R&D approaches. 

Develop Technical, Creative and Analytical Skills

This dynamic field requires a combination of creative, analytical and technical skills. Candidates should have a strong foundation in scientific and engineering principles and methods relevant to their field. They should also be able to use innovative tools and techniques to conduct experiments. Some of the  top skills to develop  for an R&D career include: 

• Strategic thinking:  Problem-solving lies at the core of this career, and candidates must develop strong analytical skills, devise creative solutions and think independently. 
• Data analytics:  Data drives meaningful innovation across industries. Candidates must be able to collect, manage and interpret technical information to uncover meaningful insights. 
• Programming and coding:  Candidates should understand the software and programming languages necessary for their specialization. They should also have a basic understanding of artificial intelligence, algorithms and machine learning.
• Technical writing and communication:  Individuals in R&D do more than solve complex challenges. They must communicate their findings to drive the most meaningful change. Technical writing skills can help candidates stand out to employers. They verify that candidates can communicate accurately and in detail while keeping the information easy to digest. 
• Learning mindset:  Every R&D project offers a learning opportunity, and candidates with a growth mindset can quickly embrace industry challenges. They explore professional development opportunities and make the most of every mistake. R&D projects are groundbreaking, which means candidates must be able to demonstrate resilience during setbacks. 

Build a Robust Professional Network

Groundbreaking research and development involve collaboration and mentorship. Candidates must develop positive relationships with peers and mentors to create a robust professional network. Over time, this network can present  job and career advancement opportunities  while connecting candidates with trailblazers and mentors.

At the start of their R&D careers, candidates must remember that the network is reciprocal. They must seek opportunities to provide value for others and cultivate their network over time. Anyone looking to embark on an R&D career can build a professional network through online platforms, informational interviews, conferences and other networking events. 

Create a Portfolio

Employers value evidence of success. Candidates should create a portfolio demonstrating their skills, experience and potential in the field. They should include samples of their work, highlighting their research projects, methodologies and outcomes. They can also showcase prototypes, papers and other information highlighting their contributions to the field. Testimonials and rewards make valuable additions to any portfolio. 

Candidates can benefit from putting themselves in prospective employers’ shoes when developing a portfolio. Employers value hard skills and education, but they also want to see evidence of problem-solving, creativity and ability to drive results. The portfolio is fluid and dynamic, allowing candidates to tailor the information to specific companies when applying for jobs. 

Stay Relevant

Research and development is an evolving industry by definition. As R&D teams innovate and pioneer solutions to a problem, they move on to something new or reinvent an existing process. Candidates must ensure their skills and knowledge remain relevant as the industry changes. They must closely follow industry trends and advancements through journals, online courses, webinars and newsletters. 

Write a Standout Resume

Candidates who want to enter the R&D workforce should tailor a resume to highlight their skills, experience and outcomes. Some tips and tricks for creating an R&D resume include: 

• Focus on precise information:  Candidates should include specific details over general claims, including measurements or detailed information that gives potential employers an accurate understanding of their work. 
• Consider readability:  It’s tempting to add as much information as possible to a resume. While it can be beneficial to include the information, candidates must balance information with readability and ensure the resume remains uncluttered. 
• Add a profile summary:  Short summaries showcase a candidate’s most impressive qualifications, experience and outcomes. Candidates should include a profile summary at the beginning of their resume to introduce themselves and encourage employers to read the rest of the document. 
• Describe relevant work experience:  This section of a resume shows employers that a candidate has the qualifications to fill the position. Candidates entering the field for the first time can include volunteer work and research experience. 
• Highlight relevant skills:  Candidates should tailor their resume for specific jobs and organizations, highlighting the skills most applicable to each. Entry-level resumes often feature a prominent skill section to showcase how candidates used each skill throughout their education. 
• Include career highlights:  Employers and recruiters emphasize hiring top talent for R&D positions. Candidates should include any awards and certifications in a resume to show areas of advanced study or specialized credentials. This additional information helps set them apart from competitors. 

Apply for Entry-Level Positions

When entering research and development for the first time, candidates should focus on roles that support their professional growth. Entry-level positions allow candidates to investigate impactful career options. They should  approach these applications enthusiastically  and aim for entry-level roles that align with their long-term career objectives. Candidates can differentiate their applications with the following tips:

• Write a cover letter:  A cover letter adds another element to a job application and helps the employer understand the candidate better. It should be  between 250 and 400 words  and customized according to the job. 
• Highlight unique skills and talents:  When recruiters and employers consider candidates for a role, they may sift through hundreds of resumes looking for the perfect fit. Candidates must use their application to highlight what makes them unique, including notable skills, accomplishments and personality traits. They should also demonstrate why they fit a specific role and how their unique skills can bring something different to the organization. 
• Research the organization:  A candidate’s first position in R&D can set the stage for the rest of their career. Learning as much as possible about the organization ensures that a candidate fits its culture and shows recruiters that the candidate feels invested in its goals and mission. 

Drive Innovation That Changes Lives With Danaher

Pursuing a career in research and development provides an opportunity to take risks, make a meaningful impact and realize life’s potential. Whether  starting your career  or looking to make a change,  joining the Danaher team  means working alongside pioneers who invest in your success and support you throughout your career. R&D is more than a job. It allows you to see the impact of your work as you discover your potential and find solutions to some of the world’s most significant challenges. 

As a global pioneer in biotechnology, life sciences and diagnostics, we believe in bringing out the best in people. We help them excel in their careers and create tangible, quantifiable products and processes. Start your career with an organization that drives impact. Join the Danaher talent community and  browse research and development jobs  today!