Making research the core of company strategy : the case of Renault

In 1998, the Renault research department was completely restructured. Having previously been an independent support unit, it was to become the spearhead of the company in its strategy of competitiveness through innovation. A new director was appointed, the staff was replaced and a massive training programme was implemented. The revolution is under way. Two questions remain to be answered : what is the aim of research, and how should it be conducted ? The answer to these questions is the beginning of a real turn around. Research should not only be a window on the outside world but should also attempt to be introspective within Renault, in order to determine where value can be created with regard to the company’s special features. Therefore, research should be refocused on the factors which constitute the identity of the company and not on technology.