research developers company

Welcome to @ResearchDevelopers

We personally understand how much your results matters to you because everyone who work in our team was once a university student. We know about the extreme pressure you feel for getting better grades with quality level of content, but doing this being a working professional is really a difficult task. Our vision is to help and bring these scholars out of these tough situations by providing them a complete package of the content as per their need without compromising in terms of quality.

Services We Provide

PHD & POST DOC Admission counselling

Research proposal

Review Paper Writing

System Literature review (SLR)

Research Paper Writing

Synopsis writing Pre thesis writing

Thesis Writing

Data Analysis

Questionnaire Preparation

Developing Research Framework

Methodology Development

MATLAB Implementation

MATLAB Simulation

Python Implementation

Machine Learning Implementation

Deep Learning Implementation

VHDL Implemetation

Hadoop (Big Data Implementation)

NS2 Implementation

NS3 Implementation

ArcGis Mapping & Analysis

SPSS Data Analysis

Stata Data Analysis

AMOS Analysis

Ansys Implementation

R Programming

E-Views Data Analysis

Minitab Data Analysis

Software Testing

Who are Research Developers?

We always emphasize the guidelines of the format and design & stick to them with our prime consideration. “Research Developers” is a registered company with a head office in Noida having many decades of experience to help students achieving the results they need by providing academic work that is custom designed, original & plagiarism-free. Unlike many other Ph.D. assistance companies out there in the country, in a nutshell our team believe in a basic theory of “Sincerity, Dedication, Discipline & Hard work” with a commitment of on time delivery with “A” class content.

Testimonials

"Research Developers provided exceptional support throughout my thesis writing process. Their team of experts guided me at every step, from formulating research questions to conducting thorough data analysis. The quality of their work exceeded my expectations, and I highly recommend their services to anyone in need of academic support ",

I cannot thank Research Developers enough for their professionalism and expertise in data analysis. They helped me make sense of complex data sets and provided insightful interpretations that significantly strengthened my research findings. Their dedication to delivering high-quality results is truly commendable.

Research Developers has been instrumental in helping me implement complex MATLAB algorithms for my research project. Their team's expertise and dedication to understanding my needs were evident throughout the process. I am extremely satisfied with the quality of their work and the level of professionalism they exhibited. Highly recommended.

I had a fantastic experience collaborating with Research Developers for Python implementation. Their team demonstrated exceptional technical proficiency and a strong commitment to customer satisfaction. They provided timely updates, addressed all of my concerns, and delivered a high-quality Python solution that met all of my requirements. I am extremely satisfied with the outcome and would gladly work with Research Developers again in the future.

We provide total assistance/guidance from preparation of the initial proposal, helping in designing research methodology and literature review. Once its approved by the university we take the entire work which includes Research Papers(SCI, ABDC, SCOPUS & many more) and complete with quality and technical superiority. We also provide assistance for attending the Doctoral committee meetings, PPT preparation and data analysis services as well.

Our organization accepts payments only through its current account.

Even though our organizations prices are fairly competitive, to be able to ensure its scholars that the organization is trustworthy it offer its scholars to pay in installments.

Once you sign up for our services, you will be in direct contact with our team assigned to you. You can communicate through email, as well as on phone. You will be answered within a few hours.

Absolutely, we do. We make a commitment for completing the work before the stipulated time, keeping time for review and correction. We put together a team according to the work and time allotted. However, we will also need cooperation and timely response from your end.

If there is a need, we also do assistance on that as well.

Get In Touch

Unlock the hidden potential of your research. We will help you refine your questions, analyze data like a pro, and craft a masterpiece worthy of publication. Do not settle for average papers. Our expert guidance elevates your research to the top tier, leaving reviewers in awe.

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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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List of Research And Development Companies

List of the top research and development companies in the world, listed by their prominence with corporate logos when available. This list of major research and development companies includes the largest and most profitable research and development businesses, corporations, agencies, vendors and firms in the world. If you are wondering what the biggest research and development companies are, then this list has you covered. This list includes the most famous research and development companies in the industry, so if you're thinking of working in the research and development industry you might want to look to these companies for jobs. This list includes names of both small and big research and development businesses.

A factual list, featuring companies like Microsoft Corporation and Applied Minds.

Applied Minds

At&t laboratories.

Axis Communications

Benchmark systems.

Boeing Phantom Works

Center for Assistive Technology and Environmental Access

Clear Channel Outdoor

Coral group.

Digital Heaven

ENSCO, Inc.

FSA Corporation

Georgia Tech Research Institute

Global CyberSoft

Market leader inc., ideaconnection.

Industrial Technology Research Institute

Innocentive.

Integrated Microelectronics, Inc.

Jasomi networks, language computer corporation.

Lawrenceville Plasma Physics

MERA Networks

Microsoft Corporation

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R&D Solutions

Driving faster innovation, greater productivity and transformative patient outcomes

Billions to millions: Improving R&D productivity

Capabilities

We’ve been delivering R&D solutions to the world’s leading biopharma companies for 20+ years. We help our clients converge around the patient, connecting expertise with insights into the patient experience, powered by intelligent platform technology.

Intelligent Operations

Patient experience lab, research services, clinical services, regulatory services, pharmacovigilance services, patient services.

INTIENT platform

Lab informatics.

Podcast Series

Helping biopharma companies focus on the patient

We help the world’s leading biopharma companies bring their vision to life – enabling them to improve outcomes by converging around the patient, connecting scientific expertise with unique insights into the patient experience.

Our services span across the entire life sciences enterprise, from research laboratories, clinical trials, and regulatory services, to pharmacovigilance and patient services solutions. Delivered by biopharma and biotech experts, our services are powered by an integrated, intelligent technology solution – the Accenture INTIENT platform .

INTIENT Summit, Boston 2019.

Explore our intelligent operations services.

A Life Sciences industry leader

Leader in strategic consulting

Leader for Third Consecutive Time in the IDC MarketScape: Worldwide Life Sciences Research & Development Vendor Assessment for Strategic Consulting

Leader in digital services

Leader in Everest Group 2019 PEAK Matrix® for Life Sciences Digital Services, examining the changing dynamics of the digital landscape

Leader in Life Sciences Operations Services

Leader in the Everest Group Life Sciences Operations -- Services PEAK Matrix® Assessment 2020 due to Accenture’s "deep domain knowledge…"

New Science is driving biopharma growth

Biopharma companies are finding ways to delivery exceptional growth amidst tremendous disruption by embracing New Science – an evolving, unique combination of the best in science and health technology that is filling an unmet need and raising the standard of care.

of sales between 2017 and 2022 are expected to be driven by New Science, up from 47% between 2012 and 2017.

more investment is being made in digital, data and genomics by leaders in New Science compared to their peers.

higher Probability of Technical and Regulatory Success (PTRS) with New Science compared to other treatments.

Knowledge of trends and insights are important to Accenture. Join our live thought leader-hosted events and watch on-demand sessions.

What we think

Connecting patients to the services they need

Good chemistry: Synthesizing quality control labs

New science: a new economic reality for growth, but why the curious question of azurii collier, annie harris and women of color in pharma, our leaders.

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Petra Jantzer, Ph.D.

Brad Michel

Anthony Romito

Geoff Schmidt

Accenture and google cloud collaborate to help life sciences companies advance innovative therapies, ucb and accenture collaborate to accelerate data processing and help improve patient safety, voices of life sciences.

Our Life Sciences experts weigh in on how pharma, biotech and medtech companies can improve patient outcomes.

Empowering women to lean in and listen

Our Global Head of Research Sara Cortese talks about being a female leader in the Life Sciences industry.

Imagine – better connected cancer patients

After surveying more than 1000 cancer patients Accenture identified opportunities for biopharma companies to help with patient challenges.

The E suite of Ecosystems: Ease of access

A partner ecosystem can make decentralized clinical trials more mainstream. Accenture talks about how.

The E suite of Ecosystems: E for efficacious

Read how INTIENT ecosystem provides life sciences companies access synthetic control arm data, enabling adoption of a new, innovative R&D model.

The E suite of Ecosystems: E for efficiencies

Accenture discusses how the Accenture Life Sciences ecosystem partner provides life sciences companies access to synthetic control arm data.

Research and Development sparks innovative solutions

Achieve business goals by implementing cutting-edge R&D products

Outpace the competition with new or improved offerings

Utilize an effective research and development strategy to enhance existing products, launch new services and technologies, and avoid obsolescence, while gaining an innovative edge and satisfying unmet needs .

Validate your idea quickly with fast prototyping

Discover solutions.

Identify challenges, validate feasibility, and develop innovative fixes

Prototype in weeks

Rapidly model ideas, features, and technologies to test usability

Research challenges

Understand potential objections and create an R&D strategy accordingly

Activate your resources

Utilize client expertise to discover problems and possible solutions

Click and collect grocery shopping revamped for both retailers and end-users

Leverage prototyping and technology to build a seamless, safe, and flexible experience.

Starting with thorough research and using a data-based approach, we determined what creates a quality online shopping trip.

Our rapid prototyping took just one month using two developers to implement three innovative features, offering a personalized user experience.

Netguru has been the best agency we've worked with so far. The team is able to design new skills, features, and interactions within our model, with a great focus on speed to market. Adi Pavlovic Director of Innovation at Keller Williams

Research & Development - from idea to working prototype

R&D Sprint

Empower clients with knowledge, expert solution design, and roadmap recommendations

Rapid prototyping

Deliver an end-to-end working prototype that will take your products to the next level

Hackathon by Netguru

Facilitate a client event to creatively uncover ideas and collectively establish solutions

Run quick experiments to verify technologies and ideas, and determine expected value

What Is Research and Development (R&D)?

Also known as research and technical or technological development (RTD), R&D is all about engaging in activities to innovate. By doing that, an organization presents new products and services to market or enhances its existing offering.

Research and development objectives? Typically the primary stage in the product life cycle, R&D aims to gain companies a competitive edge and generate long-term profit. R&D may lead to entirely new product discoveries and associated patents, copyrights, and trademarks.

R&D departments are generally well-funded, with capital risk, lack of immediate payoff, and uncertain ROI weighed up against estimated risk-adjusted returns. Greater R&D investment equates to increased capital risk, meaning some businesses choose to outsource R&D functions.

The role of research and development? Without R&D entrepreneurship or an effective strategy, a business may become obsolete, unless it uses other methods such as M&A to survive.

Who’s investing in research and development? Tech companies are among the top R&D investors, with pharmaceuticals and semiconductors also high up the rankings.

Examples of research and development activities include Netguru’s R&D project with Roboteam and Alphabet’s Waymo self-driving cars.

Why is Research and Development important?

R&D solutions differentiate businesses from the competition, yielding critical technologies from which new products, services, and models spawn.

Technology progresses quickly, and if organizations are to keep up, R&D is key. With R&D, the chances of building successful products and services increase. It can also enhance employee productivity and boost profits.

Research and development companies or departments devise innovative products, services, and solutions that dominate the market and are tricky to imitate.

A modern R&D division connects technical teams with marketing, sales, and customer service. That way, challenges and opportunities are fully understood.

An effective research and development team defines the right business opportunity and performs rapid tests to validate business value assumptions.

Then, successive solution prototypes and usability testing realize that value by identifying user habits, problems, and expectations, as well as anticipating demands and trends.

Types of Research & Development

There are several types of R&D. First up, there’s the model where engineers undertake extensive research to develop new products and services with no real objective in mind.

That falls under basic research, whereby the aim is to grasp fuller fundamental knowledge of a subject, process, or technology, as opposed to a specific application.

The second type of R&D? Industrial scientists or researchers carry out applied research to support the development of future products and/or enhance existing product and service offerings – there’s a specific target in mind.

Basic research is time-consuming. Applied R&D is more expensive, meticulous, and complex.

Business incubators and accelerators are types of R&D, whereby companies invest in startups in the hope they’ll come up with usable innovations.

Mergers and acquisitions (M&As) and partnerships are also varieties of R&D, with corporations making the most of each other’s expertise and skills.

Who spends the most on R&D?

Based on yearly reports, Amazon is the top R&D spender, forking out $42.74 billion in 2020. Calling it ‘technology and content’ the multinational behemoth spent more than in 2019 ($35.93 billion), with 2,244 patents granted – most of which in technologies like AI, machine learning, and computer vision.

Number two? Alphabet, at $27.57 billion. The multinational conglomerate formed in 2015 via a restructuring of Google, becoming the parent company of the search engine and several former subsidiaries. R&D expenditure has more than doubled since 2016.

Coming in third is Huawei, with R&D investment in 2020 totaling $22.04 billion. The year 2020 saw 2,761 patents granted, an increase of 14% compared to 2019. Huawei R&D employees amount to around 105,000 – more than half the total workforce.

The list goes on as follows in billions:

Microsoft: $19.27
Apple: $18.75
Samsung: $18.75
Facebook: $18.45

The remainder of the top 10: Volkswagen, Intel, Roche, and Johnson & Johnson.

Why to hire Netguru R&D Consultants?

At Netguru, R&D is multipurpose, and the benefits are meaningful:

Developing new skills
Steering strategic direction
Innovation consulting

To maximize success, we have four types research and development services:

Rapid Prototyping

We start with a problem, then implement effective solutions, rather than “attractive” solutions that merely offer technological advancements but aren’t actually fit for purpose.

We also embrace agile development principles and record and distribute lessons learned.

Our R&D experts are world-class professionals, including Innovation Consultants, Design Consultants, R&D Experts, Engineers, and Developers who are open source contributors with over 220 repositories on GitHub .

We invest in developing new technologies and testing R&D solutions, offering a first-rate and expert service to clients.

Unveil imaginative solutions that eclipse competitors

Our competent team of experts deliver innovative products across various industries, from fintech to retail. With 900+ projects implemented and 12+ years in the market, we offer a wealth of experience.

Creating Temi, a state-of-the-art personal assistant robot combining sight, touch, and hearing

Designing and delivering a premium yet affordable device to dominate the home robotics market.

A prime R&D example and three years in development, Temi plays music, answers calls, and provides the weather forecast, offering users a cutting edge experience.

We focused on R&D: scoping and testing, to suggest the best possible technology stack for the project before building Temi from scratch, including hardware, design, and software. As part of the R&D process and iterative cycles, we revised code to deliver upgrades and an iconic product.

Kunster: An R&D project to build an augmented reality mobile app

Using research skills to create an art-focused app.

Cross-generational app Kunster brings art closer to people. Users see their surroundings through the eyes of painters such as Van Gogh and Da Vinci.

Using PyTorch and Core ML tools throughout our R&D process, we developed a pipeline to experiment with real-time style transfer and integrate models into the application.

R&D for Good: Partnering with non-profit Pure Earth to help the environment

Developing a pollution app to raise awareness and connect government officials.

Leveraging our innovation expertise, we worked with Pure Earth as part of our R&D for Good program. Aiming to support NGO organizations in their digital journeys, we helped Pure Earth by investigating new technologies.

Our solution? Expanding their existing offering by creating the inventive Report Pollution app to document and report polluted sites.

Devising CarLens, a slick mobile app to detect car models with AR

Researching, prototyping, and implementing new technologies including tensorflow and ml.

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Hand to answer your R&D concerns

According to McKinsey, pharmaceuticals are traditionally known for R&D spending, but these days, high tech, automotive, and consumer sectors invest even more – greater than 20% of earnings EBITDA.

Amazon’s research and development programs amounted to 11.1% of net sales in 2020, Alphabet laid out 15.1% of revenue, and Huawei invested 15.9% of revenue. In 2019, companies spent $2.3 trillion on R&D globally – around 2% of global GDP. Annual R&D investment has grown at around 4% a year since 2010.

As a result of R&D, new products are designed and existing ones revamped. R&D is part of the product development life cycle – the ideation stage. For example, let’s say a client has a challenge to solve or isn’t sure how to approach a problem.

Via R&D, it’s possible to make recommendations, impacting solution design and the roadmap.

Following the R&D phase where feasibility is validated and prototyping takes place, the groundwork is in place for further design work.

R&D project management involves taking the lead in designing processes, sharing knowledge, and tracking the overall value of R&D via metrics. A top-notch strategy combines:

Comprehending what an organization wants to (and can) deliver
Alignment of R&D and corporate initiatives
Determining and prioritizing capabilities and technologies for delivery
Deciding how to deliver – operating model and organizational design
Testing the strategy for robustness
Clear communication of the strategy

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Companies with the highest spending on research and development 2022

Ranking of the companies with the highest spending on research and development worldwide in 2022 (in billion U.S. dollars)

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Statistics on " Research and development (R&D) worldwide "

Total global R&D spending 1996-2022
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Leading countries by R&D spending worldwide 2022
Leading countries by R&D spending as share of GDP globally 2022
Industry sectors - expenditure on research and development 2021
Distribution of R&D expenditure globally 2021, by end use
Most innovative countries by GII score 2023
R&D spending shares by region and industry 2022
Research intensity by industry in OECD countries 2018
Exports of high R&D intensive products by country 2005-2018
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Total global pharmaceutical R&D spending 2014-2028
Distribution of pharmaceutical R&D companies by region 2023
Top 50 pharmaceutical companies - Rx sales and R&D spending 2022
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Global top pharmaceutical companies based on R&D spending 2026
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Industrial R&D spending in the ICT sector worldwide 2020-2022
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R&D spending in the ICT sector worldwide 2020-2022, by company
Artificial intelligence software market revenue worldwide 2018-2025
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Total R&D spending on automotive worldwide 2022, by region
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Global R&D spending

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Industry and geographic distribution

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Pharmaceuticals & healthcare

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Basic Statistic Global top pharmaceutical companies based on R&D spending 2026

Software, computing, communication & electronics

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Automotive, Aerospace & Defense

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Chemicals, Energy & Industrial Manufacturing

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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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Business Essentials

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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Start » strategy, what is research and development .

Research and development provides businesses with the information they need to successfully bring their products or services to market.

A work team is standing before a large paper diagram taped to a glass wall. Attached to the diagram are various Post-It notes.

In any industry, even the most revolutionary products and services are rarely fully conceptualized on day 1. Most often, success in the market stems from extensive, effective research and development (R&D). This is especially true for small businesses, which contribute a significantly higher percentage of sales to R&D work than larger businesses.

Here’s everything you need to know about R&D and why it’s well worth the investment.

What is research and development?

R&D refers to the various activities businesses conduct to prepare new products or services for the marketplace. Businesses of all sizes and sectors can partake in R&D activities, though the amount of investment can vary. For example, technology and health care companies tend to have higher R&D expenses , as do enterprises with larger budgets.

Typically the first step in the development process, R&D is not expected to yield immediate profits. Rather, it focuses on innovation and setting up a company for long-term profitability. During this process, businesses may secure patents, copyrights, and other intellectual property associated with their products and services.

At larger companies, R&D activities are often handled in-house by a designated R&D department. However, some smaller companies may opt to outsource R&D to a third-party research firm, a specialist, or an educational institution.

[Read more: 7 Ways to Find Small Business Grant Opportunities ]

Types of research and development

R&D activities typically fall into one of three main categories:

Basic research: Basic research, sometimes called fundamental research, aims to provide theoretical insight into specific problems or phenomena. For example, a company looking to develop a new toy for children might conduct basic research into child play development.
Applied research: This type of research is practical and conducted with a specific goal in mind, most often discovering new solutions for existing problems. The children’s toy company from the previous example might conduct applied research into developing a toy that facilitates play development in a new or improved way.
Development research: In development research, researchers focus exclusively on applied research to develop new products and improve existing ones. For example, a team of development researchers may test the hypothetical company’s new toy or implement feedback obtained from customers.

Small businesses have limited resources. They don’t have that endless budget that the Fortune 500 company has, which means the small business will have to get creative to conduct worthwhile research and development.

Becca Hoeft, CEO and Founder of Morris Hoeft Group

Why invest in research and development?

While R&D can require a significant investment, it also yields several advantages. Below are four specific areas where your business can benefit by conducting R&D.

New products

R&D supports businesses in developing new offerings or improving existing ones based on market demand. By conducting research and applying your findings to your final product, companies are more likely to develop something that meets customers’ needs and performs well in the marketplace.

R&D can help businesses understand their place in the market as well as identify inefficiencies in their workflows. Insights from R&D activities can illuminate ways to improve operations as well as where to most effectively allocate resources, increasing overall efficiency.

Cost reductions

While developing a well-researched product or service that performs well is likely to maximize profit, R&D aimed at improving internal processes and technologies can reduce the cost of bringing products and services to market.

Businesses that invest in R&D may be eligible for specific tax incentives. For one, the federal R&D tax credit offers a dollar-for-dollar reduction in tax liability for businesses that partake in various research-based activities. Eligible companies can apply for this credit by submitting Form 6765 with their business taxes.

[Read more: How to Seek Funding for Your Invention ]

Overcoming the challenges of small business R&D

According to Becca Hoeft, CEO and Founder of Morris Hoeft Group , small businesses may face numerous challenges related to R&D that their larger counterparts might not experience.

“Small businesses have limited resources,” said Hoeft. “They don’t have that endless budget that the Fortune 500 company has, which means the small business will have to get creative to conduct worthwhile research and development.”

While R&D funding is available through various government grants, university programs, and research institutions, Hoeft noted that it may take some time and strategic planning to obtain it. She recommended that small business owners start talking publicly about what kind of research they are doing and what they need to conduct it.

“Don’t hide under a rock and expect money to magically appear,” Hoeft told CO—. “Get on a stage at a relevant conference [or] start a blog series about your idea.”

Keep in mind that once you start sharing your ideas and what you want to research, “it’s out there in the universe,” said Hoeft. Therefore, protecting your intellectual property before you begin and during the research process is extremely important.

“Ensure your trademarks, patents, and copyrights are in place to protect you and your small business,” Hoeft added.

[Read more: How to Qualify for and Claim the R&D Tax Credit ]

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Reimagining Design with Nature: ecological urbanism in Moscow

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Published: 10 September 2019
Volume 1 , pages 233–247, ( 2019 )

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The twenty-first century is the era when populations of cities will exceed rural communities for the first time in human history. The population growth of cities in many countries, including those in transition from planned to market economies, is putting considerable strain on ecological and natural resources. This paper examines four central issues: (a) the challenges and opportunities presented through working in jurisdictions where there are no official or established methods in place to guide regional, ecological and landscape planning and design; (b) the experience of the author’s practice—Gillespies LLP—in addressing these challenges using techniques and methods inspired by McHarg in Design with Nature in the Russian Federation in the first decade of the twenty-first century; (c) the augmentation of methods derived from Design with Nature in reference to innovations in technology since its publication and the contribution that the art of landscape painters can make to landscape analysis and interpretation; and (d) the application of this experience to the international competition and colloquium for the expansion of Moscow. The text concludes with a comment on how the application of this learning and methodological development to landscape and ecological planning and design was judged to be a central tenant of the winning design. Finally, a concluding section reflects on lessons learned and conclusions drawn.

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Principles for public space design, planning to do better

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Evans, B.M. Reimagining Design with Nature: ecological urbanism in Moscow. Socio Ecol Pract Res 1 , 233–247 (2019). https://doi.org/10.1007/s42532-019-00031-5

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Chips for america announces over $50 million funding opportunity to encourage small business research and development.

Today, the Biden-Harris Administration issued a Notice of Funding Opportunity (NOFO) to seek applications from eligible small businesses to explore the technical merit or feasibility of an innovative idea or technology for developing a viable product or service for introduction in the commercial microelectronics marketplace. The Biden-Harris Administration is dedicated to helping small businesses access the resources they need to thrive and promote competition to level the playing field.

The CHIPS for America program anticipates up to approximately $54 million in funding across multiple topics on research projects for critically needed measurement services, tools, and instrumentation; innovative manufacturing metrologies; novel assurance and provenance technologies and advanced metrology research and development (R&D) testbeds to help secure U.S. leadership in the global semiconductor industry.

President Biden signed the bipartisan CHIPS and Science Act into law on August 9, 2022. The Department of Commerce is overseeing $50 billion to revitalize the U.S. semiconductor industry and strengthen the country’s economic and national security. CHIPS for America R&D within the U.S. Department of Commerce is responsible for administering $11 billion to advance U.S. leadership in semiconductor R&D. CHIPS R&D is a critical part of President Biden’s agenda to support American innovation for decades to come.

Metrology, the science of measurement and its application plays a key role in semiconductor manufacturing. As devices become more complex, smaller, and multi-layered, the ability to measure, monitor, predict, and ensure quality in manufacturing becomes much more difficult and uncertain.

In September 2022, NIST published a report titled Strategic Opportunities for U.S. Semiconductor Manufacturing , which identifies seven grand challenges that need critical attention from a metrology perspective to achieve U.S. leadership in semiconductor research, development, and manufacturing. This report summarizes input from industry, academia, and government and provides strategies for addressing the grand challenges.

“CHIPS for America is committed to building opportunities for all businesses, including small businesses, to prosper as we grow the U.S. semiconductor industry. Because we recognize the high costs associated with innovation in the semiconductor industry, we’re offering awardees of this funding opportunity up to the maximum amount possible per award by the Small Business Innovation Research Program to ensure opportunity is within reach for all businesses seeking to be part of the U.S. semiconductor ecosystem,” said U.S. Secretary of Commerce Gina Raimondo .

“Small businesses have an important role to play in the semiconductor ecosystem,” said Under Secretary of Commerce for Standards and Technology and National Institute of Standards and Technology (NIST) Director Laurie E. Locascio. “NIST has long supported the SBIR program, and this funding opportunity dedicated to CHIPS Metrology will help give small businesses the opportunity to take innovative ideas, scale them for the commercial marketplace, and boost the U.S. economy.”

Funded activities are expected to include, but not necessarily be limited to compact, fieldable cryogenic technologies, compact extreme ultraviolet (EUV) sources, and the seven grand challenges.

This funding opportunity is provided through the Small Business Innovation Research (SBIR) Program, the federal government’s largest platform to promote U.S. technology innovation research and private-sector commercialization. NIST is one of eleven federal government agencies that operate an SBIR program.

CHIPS for America will provide a briefing on details of the NOFO on April 18, 2024, at 3:30pm ET. Webinar participants must register in advance.

Learn more about the CHIPS Metrology Program and the seven grand challenges .

About CHIPS for America  

CHIPS for America is part of President Biden’s economic plan to invest in America, stimulate private sector investment, create good-paying jobs, make more in the United States, and revitalize communities left behind. CHIPS for America includes the CHIPS Program Office, responsible for manufacturing incentives, and the CHIPS Research and Development (R&D) Office, responsible for R&D programs. Both offices sit within the National Institute of Standards and Technology (NIST) at the Department of Commerce. NIST promotes U.S. innovation and industrial competitiveness by advancing measurement science, standards, and technology in ways that enhance economic security and improve our quality of life. NIST is uniquely positioned to successfully administer the CHIPS for America program because of the bureau’s strong relationships with U.S. industries, its deep understanding of the semiconductor ecosystem, and its reputation as fair and trusted. Visit  www.chips.gov  to learn more.   

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Chinese Company Under Congressional Scrutiny Makes Key U.S. Drugs

Lawmakers raising national security concerns and seeking to disconnect a major Chinese firm from U.S. pharmaceutical interests have rattled the biotech industry. The firm is deeply involved in development and manufacturing of crucial therapies for cancer, cystic fibrosis, H.I.V. and other illnesses.

A WuXi Biologics facility in Wuxi, China. WuXi AppTec and an affiliated company, WuXi Biologics, have received millions of dollars in tax incentives to build sprawling research and manufacturing sites in Massachusetts and Delaware. Credit... Imaginechina Limited, via Alamy

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By Christina Jewett

April 15, 2024

A Chinese company targeted by members of Congress over potential ties to the Chinese government makes blockbuster drugs for the American market that have been hailed as advances in the treatment of cancers, obesity and debilitating illnesses like cystic fibrosis.

WuXi AppTec is one of several companies that lawmakers have identified as potential threats to the security of individual Americans’ genetic information and U.S. intellectual property. A Senate committee approved a bill in March that aides say is intended to push U.S. companies away from doing business with them.

But lawmakers discussing the bill in the Senate and the House have said almost nothing in hearings about the vast scope of work that WuXi does for the U.S. biotech and pharmaceutical industries — and patients. A New York Times review of hundreds of pages of records worldwide shows that WuXi is heavily embedded in the U.S. medicine chest, making some or all of the main ingredients for multibillion-dollar therapies that are highly sought to treat cancers like some types of leukemia and lymphoma as well as obesity and H.I.V.

The Congressional spotlight on the company has rattled the pharmaceutical industry, which is already struggling with widespread drug shortages now at a 20-year high . Some biotech executives have pushed back, trying to impress on Congress that a sudden decoupling could take some drugs out of the pipeline for years.

WuXi AppTec and an affiliated company, WuXi Biologics grew rapidly, offering services to major U.S. drugmakers that were seeking to shed costs and had shifted most manufacturing overseas in the last several decades.

WuXi companies developed a reputation for low-cost and reliable work by thousands of chemists who could create new molecules and operate complex equipment to make them in bulk. By one estimate, WuXi has been involved in developing one-fourth of the drugs used in the United States. WuXi AppTec reported earning about $3.6 billion in revenue for its U.S. work.

“They have become a one-stop shop to a biotech,” said Kevin Lustig, founder of Scientist.com, a clearinghouse that matches drug companies seeking research help with contractors like WuXi.

WuXi AppTec and WuXi Biologics have also received millions of dollars in tax incentives to build sprawling research and manufacturing sites in Massachusetts and Delaware that local government officials have welcomed as job and revenue generators. One WuXi site in Philadelphia was working alongside a U.S. biotech firm to give patients a cutting-edge therapy that would turbocharge their immune cells to treat advanced skin cancers.

The tension has grown since February, when four lawmakers asked the Commerce, Defense and Treasury Departments to investigate WuXi AppTec and affiliated companies, calling WuXi a “giant that threatens U.S. intellectual property and national security.”

A House bill called the Biosecure Act linked the company to the People’s Liberation Army, the military arm of the Chinese Communist Party. The bill claims WuXi AppTec sponsored military-civil events and received military-civil fusion funding.

Richard Connell, the chief operating officer of WuXi AppTec in the United States and Europe, said the company participates in community events, which do not “imply any association with or endorsement of a government institution, political party or policy such as military-civil fusion.” He also said shareholders do not have control over the company or access to nonpublic information.

Senator Gary Peters, speaking at a hearing.

Last month, after a classified briefing with intelligence staff, the Senate homeland security committee advanced a bill by a vote of 11 to 1: It would bar companies from receiving government contracts for work with Wuxi, but would allow the companies to still obtain contracts for unrelated projects. Government contracts with drugmakers are generally limited, though they were worth billions of dollars in revenue to companies that responded to the Covid-19 pandemic.

Mr. Connell defended the company’s record, saying the proposed legislation “relies on misleading allegations and inaccurate assertions against our company.”

WuXi operates in a highly regulated environment by “multiple U.S. federal agencies — none of which has placed our company on any sanctions list or designated it as posing a national security risk,” Mr. Connell said. WuXi Biologics did not respond to requests for comment.

Smaller biotech companies, which tend to rely on government grants and have fewer reserves, are among the most alarmed. Dr. Jonathan Kil, the chief executive of Seattle-based Sound Pharmaceuticals, said WuXi has worked alongside the company for 16 years to develop a treatment for hearing loss and tinnitus, or ringing in the ear. Finding another contractor to make the drug could set the company back two years, he said.

“What I don’t want to see is that we get very anti-Chinese to the point where we’re not thinking correctly,” Dr. Kil said.

It is unclear whether a bill targeting WuXi will advance at all this year. The Senate version has been amended to protect existing contracts and limit supply disruptions. Still, the scrutiny has prompted some drug and biotechnology companies to begin making backup plans.

Peter Kolchinsky, managing partner of RA Capital Management, estimated that half of the 200 biotech companies in his firm’s investment portfolio work with WuXi.

“Everyone is likely considering moving away from Wuxi and China more broadly,” he said in an email. “Even though the current versions of the bill don’t create that imperative clearly, no one wants to be caught flat-footed in China if the pullback from China accelerates.”

The chill toward China extends beyond drugmakers. U.S. companies are receiving billions of dollars in funding under the CHIPS Act, a federal law aimed at bringing semiconductor manufacturing stateside.

For the last several years, U.S. intelligence agencies have been warning about Chinese biotech companies in general and WuXi in particular. The National Counterintelligence and Security Center, the arm of the intelligence community charged with warning companies about national security issues, raised alarms about WuXi’s acquisition of NextCODE, an American genomic data company.

Though WuXi later spun off that company, a U.S. official said the government remains skeptical of WuXi’s corporate structure, noting that some independent entities have overlapping management and that there were other signs of the Chinese government’s continuing control or influence over WuXi.

Aides from the Senate homeland security committee said their core concerns are about the misuse of Americans’ genomic data, an issue that’s been more closely tied to other companies named in the bill.

Aides said the effort to discourage companies from working with WuXi and others was influenced by the U.S. government’s experience with Huawei, a Chinese telecommunications giant. By the time Congress acted on concerns about Huawei’s access to Americans’ private information, taxpayers had to pay billions of dollars to tear Huawei’s telecommunication equipment out of the ground.

Yet WuXi has far deeper involvement in American health care than has been discussed in Congress. Supply chain analytics firms QYOBO and Pharm3r, and some public records, show that WuXi and its affiliates have made the active ingredients for critical drugs.

They include Imbruvica, a leukemia treatment sold by Janssen Biotech and AbbVie that brought in $5.9 billion in worldwide revenue in 2023. WuXi subsidiary factories in Shanghai and Changzhou were listed in government records as makers of the drug’s core ingredient, ibrutinib.

Dr. Mikkael A. Sekeres, chief of hematology at the University of Miami Health System, called that treatment for chronic lymphocytic leukemia “truly revolutionary” for replacing highly toxic drugs and extending patients’ lives.

Janssen Biotech and AbbVie, partners in selling the drug, declined to comment.

WuXi Biologics also manufactures Jemperli, a GSK treatment approved by the Food and Drug Administration last year for some endometrial cancers. In combination with standard therapies, the drug improves survival in patients with advanced disease, said Dr. Amanda Nickles Fader, president of the Society of Gynecologic Oncology.

“This is particularly important because while most cancers are plateauing or decreasing in incidence and mortality, endometrial cancer is one of the only cancers globally” increasing in both, Dr. Fader said.

GSK declined to comment.

The drug that possibly captures WuXi’s most significant impact is Trikafta, manufactured by an affiliate in Shanghai and Changzhou to treat cystic fibrosis, a deadly disease that clogs the lungs with debilitating, thick mucus. The treatment is credited with clearing the lungs and extending by decades the life expectancy of about 40,000 U.S. residents. It also had manufacturers in Italy, Portugal and Spain.

The treatment has been so effective that the Make-A-Wish Foundation stopped uniformly granting wishes to children with cystic fibrosis. Trikafta costs about $320,000 a year per patient and has been a boon for Boston-based Vertex Pharmaceuticals and its shareholders, with worldwide revenue rising to $8.9 billion last year from $5.7 billion in 2021, according to a securities filing .

Trikafta “completely transformed cystic fibrosis and did it very quickly,” said Dr. Meghan McGarry, a University of California San Francisco pulmonologist who treats children with the condition. “People came off oxygen and from being hospitalized all the time to not being hospitalized and being able to get a job, go to school and start a family.”

Vertex declined to comment.

Two industry sources said WuXi plays a role in making Eli Lilly’s popular obesity drugs. Eli Lilly did not respond to requests for comment. WuXi companies also make an infusion for treatment-resistant H.I.V., a drug for advanced ovarian cancer and a therapy for adults with a rare disorder called Pompe disease.

WuXi is known for helping biotech firms from the idea stage to mass production, Dr. Kolchinsky said. For example, a start-up could hypothesize that a molecule that sticks to a certain protein might cure a disease. The company would then hire WuXi chemists to create or find the molecule and test it in petri dishes and animals to see whether the idea works — and whether it’s safe enough for humans.

“Your U.S. company has the idea and raises the money and owns the rights to the drug,” Dr. Kolchinsky said. “But they may count on WuXi or similar contractors for almost every step of the process.”

WuXi operates large bioreactors and manufactures complex peptide, immunotherapy and antibody drugs at sprawling plants in China.

WuXi AppTec said it has about 1,900 U.S. employees. Officials in Delaware gave the company $19 million in tax funds in 2021 to build a research and drug manufacturing site that is expected to employ about 1,000 people when fully operational next year, public records and company reports show.

Mayor Kenneth L. Branner Jr. of Middletown, Del., called it “one of those once-in-a-lifetime opportunities to land a company like this,” according to a news report when the deal was approved.

In 2022, the lieutenant governor of Massachusetts expressed a similar sentiment when workers placed the final steel beam on a WuXi Biologics research and manufacturing plant in Worcester. Government officials had approved roughly $11.5 million in tax breaks to support the project. The company announced this year that it would double the site’s planned manufacturing capacity in response to customer demand.

And in Philadelphia, a WuXi Advanced Therapies site next to Iovance Biotherapeutics was approved by regulators to help process individualized cell therapies for skin cancer patients. Iovance has said it is capable of meeting demand for the therapies independently.

By revenue, WuXi Biologics is one of the top five drug development and manufacturing companies worldwide, according to Statista , a data analytics company. A WuXi AppTec annual report showed that two-thirds of its revenue came from U.S. work.

Stepping away from WuXi could cause a “substantial slowdown” in drug development for a majority of the 105 biotech companies surveyed by BioCentury , a trade publication. Just over half said it would be “extremely difficult” to replace China-based drug manufacturers.

BIO, a trade group for the biotechnology industry, is also surveying its members about the impact of disconnecting from WuXi companies. John F. Crowley, BIO’s president, said the effects would be most difficult for companies that rely on WuXi to manufacture complex drugs at commercial scale. Moving such an operation could take five to seven years.

“We have to be very thoughtful about this so that we first do no harm to patients,” Mr. Crowley said. “And that we don’t slow or unnecessarily interfere with the advancement of biomedical research.”

Julian E. Barnes contributed reporting, and Susan C. Beachy contributed research.

Christina Jewett covers the Food and Drug Administration, which means keeping a close eye on drugs, medical devices, food safety and tobacco policy. More about Christina Jewett

Despite High Potential, 75 Vulnerable Economies Face ‘Historic Reversal’

In Half of IDA Countries, Income Gap with Wealthiest Economies is Widening

WASHINGTON, April 15, 2024 — Despite their high potential to advance global prosperity, one-half of the world’s 75 most vulnerable countries are facing a widening income gap with the wealthiest economies for the first time in this century, a new World Bank report has found . Taking full advantage of their younger populations, their rich natural resources, and their abundant solar-energy potential can help them overcome the setback.

The report, The Great Reversal: Prospects, Risks, and Policies in International Development Association Countries , offers the first comprehensive look at the opportunities and risks confronting the 75 countries eligible for grants and zero to low-interest loans from the World Bank’s International Development Association (IDA). These countries are home to a quarter of humanity—1.9 billion people. At a time when populations are aging nearly everywhere else, IDA countries will enjoy a growing share of young workers through 2070—a huge potential “demographic dividend.” These countries are also rich in natural resources, enjoy high potential for solar-energy generation, and boast a large reservoir of mineral deposits that could be crucial for the world’s transition to clean energy.

Yet a historic reversal is underway for them. Over 2020-24, average per capita incomes in half of IDA countries—the largest share since the start of this century—have been growing more slowly than those of wealthy economies. This is widening the income gap between these two groups of countries. One out of three IDA countries is poorer, on average, than it was on the eve of the COVID-19 pandemic . The extreme-poverty rate is more than eight times the average in the rest of the world: one in four people in IDA countries struggles on less than $2.15 a day. These countries now account for 90% of all people facing hunger or malnutrition. Half of these countries are either in debt distress or at high risk of it. Still, except for the World Bank Group and other multilateral development donors, foreign lenders—private as well as government creditors—have been backing away from them.

“The world cannot afford to turn its back on IDA countries,” said Indermit Gill, the World Bank Group’s Chief Economist and Senior Vice President . “The welfare of these countries has always been crucial to the long-term outlook for global prosperity. Three of the world’s economic powerhouses today—China, India, and South Korea—were all once IDA borrowers. All three prospered in ways that whittled down extreme poverty and raised living standards. With help from abroad, today’s batch of IDA countries has the potential to do the same.”

More than half of all IDA countries—39 in all—are in Sub-Saharan Africa. Fourteen of them—mainly small island states—are in East Asia, and eight are in Latin America and the Caribbean. In South Asia, all countries except for India are IDA countries. Thirty-one IDA countries have per capita incomes of less than $1,315 a year. Thirty-three are fragile and conflict-affected states.

IDA countries share similar opportunities. The “demographic dividend”—a deep and growing reserve of young workers—is one of them. Abundant natural resources is another. These countries account for about 20% of global production of tin, copper, and gold. In addition, some IDA countries possess critical mineral deposits essential for the global energy transition. Because of their abundant sunshine, most IDA countries are well situated to take advantage of solar energy. On average, their long-term daily solar-electricity generation potential is among the highest in the world.

This potential, however, comes with risks that must be managed. To reap the demographic dividend, IDA governments will need to undertake policies to improve education and health outcomes and make sure that jobs are available for the rising number of young people who will enter the workforce in the coming decades. To seize the full potential of their natural-resource wealth, IDA countries will need to improve policy frameworks and build stronger institutions capable of better economic management. All of this will require ambitious domestic policy reforms—and significant financial support from the international community.

“IDA countries have incredible potential to deliver strong, sustainable, and inclusive growth. Realizing this potential will require them to implement an ambitious set of policies centered on boosting investment,” said Ayhan Kose, the World Bank’s Deputy Chief Economist and Director of the Prospects Group . “ This means improving fiscal, monetary, and financial policy frameworks and advancing an array of structural reforms to strengthen institutions and enhance human capital."

IDA countries today have large investment needs. In the poorest of them, closing existing development and infrastructure gaps and building resilience to climate change will require investment that amounts to nearly 10% of GDP. The costs of climate disasters have doubled in IDA countries over the past decade: Economic losses from natural disasters average 1.3% of GDP a year—four times the average of other emerging market and developing economies. Such needs will require IDA countries to generate sustained investment booms—the type that boosts productivity and incomes and reduces poverty. Historically, such investment booms have often been sparked by a comprehensive package of policy measures—to bolster fiscal and monetary frameworks, ramp up cross-border trade and financial flows, and improve the quality of institutions. Such reforms are never easy, the report notes. They need careful sequencing and implementation. But previous IDA countries have shown they are possible.

IDA countries will need significant international financial support to make progress and lower the risk of “protracted stagnation,” the report notes . Stronger cooperation on global policy issues—including fighting climate change, facilitating more timely and effective debt restructurings, and supporting cross-border trade and investment—will also be crucial to help IDA countries avert a lost decade in development .

Website: https://www.worldbank.org/en/research/publication/prospects-risks-and-policies-in-IDA-countries

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Fuel Your Ed Marketing Strategy: Developing and Executing Impactful Research Campaigns

EdWeek Research Center 3 Custom Content (1)

Utilizing carefully designed and executed research can help direct your Ed Marketing Strategy.

Join Holly Kurtz, PhD, Director of the EdWeek Research Center, and Maurice Bakley, Publisher of EdWeek Market Brief, for an exclusive webinar focused on crafting these impactful custom research initiatives.

You’ll hear firsthand insights from Abby Daniels, a Marketing Director at Learning.com who partnered with the EdWeek Research Center to achieve her company’s objectives. Learn not only how they navigated the research process but also how they strategically leveraged the findings to drive impactful outcomes.

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The webinar will delve into best practices, initiation strategies, comprehensive methodologies, and potential offerings, to equip marketers, researchers, and product teams with the essential knowledge to embark on a custom research project tailored to address their pressing needs and steer their organizational strategy with precision.

Join us for actionable next steps and best practices that you’ll only find with EdWeek’s Research Center and Marketing Solutions team.

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Russia-Related Designations and Designations Updates; Issuance of Russia-Related General Licenses and Related Frequently Asked Questions

Today, the Department of the Treasury's Office of Foreign Assets Control (OFAC) is issuing Russia-Related General License 39 , General License 40 , General License 41, and General License 42 . OFAC is also issuing Russia-Related General License 43 . OFAC has published a Determination Pursuant to Section 1(a)(i) of Executive Order 14068 as well as one new Frequently Asked Question and one amended Frequently Asked Question .

In addition, the following names have been added or updated to or removed from OFAC's list of Specially Designated Nationals or updated on the Sectoral Sanctions Identifications (SSI) list:

The following deletions have been made to OFAC's SDN List:

BM BANK PUBLIC JOINT STOCK COMPANY (a.k.a. AKTSIONERNOE OBSHCHESTVO BM BANK; f.k.a. AKTSIONERNY KOMMERCHESKI BANK BANK MOSKVY OTKRYTOE AKTSIONERNOE OBSCHCHESTVO; f.k.a. BANK MOSKVY PAO; f.k.a. BANK OF MOSCOW; a.k.a. BM BANK AO; a.k.a. BM BANK JSC; f.k.a. JOINT STOCK COMMERCIAL BANK - BANK OF MOSCOW OPEN JOINT STOCK COMPANY; a.k.a. PAO BM BANK), Bld 3 8/15, Rozhdestvenka St., Moscow 107996, Russia; SWIFT/BIC MOSWRUMM; Website www.bm.ru ; BIK (RU) 044525219; Executive Order 13662 Directive Determination - Subject to Directive 1; Secondary sanctions risk: Ukraine-/Russia-Related Sanctions Regulations, 31 CFR 589.201 and/or 589.209; Target Type Financial Institution; Government Gazette Number 29292940 (Russia); Registration Number 1027700159497 (Russia); All offices worldwide; for more information on directives, please visit the following link: https://www.treasury.gov/resource-center/sanctions/Programs/Pages/ukraine.aspx#directives [UKRAINE-EO13662] [RUSSIA-EO14024] (Linked To: VTB BANK PUBLIC JOINT STOCK COMPANY). BM BANK JSC (a.k.a. AKTSIONERNOE OBSHCHESTVO BM BANK; f.k.a. AKTSIONERNY KOMMERCHESKI BANK BANK MOSKVY OTKRYTOE AKTSIONERNOE OBSCHCHESTVO; f.k.a. BANK MOSKVY PAO; f.k.a. BANK OF MOSCOW; a.k.a. BM BANK AO; a.k.a. BM BANK PUBLIC JOINT STOCK COMPANY; f.k.a. JOINT STOCK COMMERCIAL BANK - BANK OF MOSCOW OPEN JOINT STOCK COMPANY; a.k.a. PAO BM BANK), Bld 3 8/15, Rozhdestvenka St., Moscow 107996, Russia; SWIFT/BIC MOSWRUMM; Website www.bm.ru ; BIK (RU) 044525219; Executive Order 13662 Directive Determination - Subject to Directive 1; Secondary sanctions risk: Ukraine-/Russia-Related Sanctions Regulations, 31 CFR 589.201 and/or 589.209; Target Type Financial Institution; Government Gazette Number 29292940 (Russia); Registration Number 1027700159497 (Russia); All offices worldwide; for more information on directives, please visit the following link: https://www.treasury.gov/resource-center/sanctions/Programs/Pages/ukraine.aspx#directives [UKRAINE-EO13662] [RUSSIA-EO14024] (Linked To: VTB BANK PUBLIC JOINT STOCK COMPANY). BM BANK AO (a.k.a. AKTSIONERNOE OBSHCHESTVO BM BANK; f.k.a. AKTSIONERNY KOMMERCHESKI BANK BANK MOSKVY OTKRYTOE AKTSIONERNOE OBSCHCHESTVO; f.k.a. BANK MOSKVY PAO; f.k.a. BANK OF MOSCOW; a.k.a. BM BANK JSC; a.k.a. BM BANK PUBLIC JOINT STOCK COMPANY; f.k.a. JOINT STOCK COMMERCIAL BANK - BANK OF MOSCOW OPEN JOINT STOCK COMPANY; a.k.a. PAO BM BANK), Bld 3 8/15, Rozhdestvenka St., Moscow 107996, Russia; SWIFT/BIC MOSWRUMM; Website www.bm.ru ; BIK (RU) 044525219; Executive Order 13662 Directive Determination - Subject to Directive 1; Secondary sanctions risk: Ukraine-/Russia-Related Sanctions Regulations, 31 CFR 589.201 and/or 589.209; Target Type Financial Institution; Government Gazette Number 29292940 (Russia); Registration Number 1027700159497 (Russia); All offices worldwide; for more information on directives, please visit the following link: https://www.treasury.gov/resource-center/sanctions/Programs/Pages/ukraine.aspx#directives [UKRAINE-EO13662] [RUSSIA-EO14024] (Linked To: VTB BANK PUBLIC JOINT STOCK COMPANY). AKTSIONERNOE OBSHCHESTVO BM BANK (f.k.a. AKTSIONERNY KOMMERCHESKI BANK BANK MOSKVY OTKRYTOE AKTSIONERNOE OBSCHCHESTVO; f.k.a. BANK MOSKVY PAO; f.k.a. BANK OF MOSCOW; a.k.a. BM BANK AO; a.k.a. BM BANK JSC; a.k.a. BM BANK PUBLIC JOINT STOCK COMPANY; f.k.a. JOINT STOCK COMMERCIAL BANK - BANK OF MOSCOW OPEN JOINT STOCK COMPANY; a.k.a. PAO BM BANK), Bld 3 8/15, Rozhdestvenka St., Moscow 107996, Russia; SWIFT/BIC MOSWRUMM; Website www.bm.ru ; BIK (RU) 044525219; Executive Order 13662 Directive Determination - Subject to Directive 1; Secondary sanctions risk: Ukraine-/Russia-Related Sanctions Regulations, 31 CFR 589.201 and/or 589.209; Target Type Financial Institution; Government Gazette Number 29292940 (Russia); Registration Number 1027700159497 (Russia); All offices worldwide; for more information on directives, please visit the following link: https://www.treasury.gov/resource-center/sanctions/Programs/Pages/ukraine.aspx#directives [UKRAINE-EO13662] [RUSSIA-EO14024] (Linked To: VTB BANK PUBLIC JOINT STOCK COMPANY). PAO BM BANK (a.k.a. AKTSIONERNOE OBSHCHESTVO BM BANK; f.k.a. AKTSIONERNY KOMMERCHESKI BANK BANK MOSKVY OTKRYTOE AKTSIONERNOE OBSCHCHESTVO; f.k.a. BANK MOSKVY PAO; f.k.a. BANK OF MOSCOW; a.k.a. BM BANK AO; a.k.a. BM BANK JSC; a.k.a. BM BANK PUBLIC JOINT STOCK COMPANY; f.k.a. JOINT STOCK COMMERCIAL BANK - BANK OF MOSCOW OPEN JOINT STOCK COMPANY), Bld 3 8/15, Rozhdestvenka St., Moscow 107996, Russia; SWIFT/BIC MOSWRUMM; Website www.bm.ru ; BIK (RU) 044525219; Executive Order 13662 Directive Determination - Subject to Directive 1; Secondary sanctions risk: Ukraine-/Russia-Related Sanctions Regulations, 31 CFR 589.201 and/or 589.209; Target Type Financial Institution; Government Gazette Number 29292940 (Russia); Registration Number 1027700159497 (Russia); All offices worldwide; for more information on directives, please visit the following link: https://www.treasury.gov/resource-center/sanctions/Programs/Pages/ukraine.aspx#directives [UKRAINE-EO13662] [RUSSIA-EO14024] (Linked To: VTB BANK PUBLIC JOINT STOCK COMPANY). BANK MOSKVY PAO (a.k.a. AKTSIONERNOE OBSHCHESTVO BM BANK; f.k.a. AKTSIONERNY KOMMERCHESKI BANK BANK MOSKVY OTKRYTOE AKTSIONERNOE OBSCHCHESTVO; f.k.a. BANK OF MOSCOW; a.k.a. BM BANK AO; a.k.a. BM BANK JSC; a.k.a. BM BANK PUBLIC JOINT STOCK COMPANY; f.k.a. JOINT STOCK COMMERCIAL BANK - BANK OF MOSCOW OPEN JOINT STOCK COMPANY; a.k.a. PAO BM BANK), Bld 3 8/15, Rozhdestvenka St., Moscow 107996, Russia; SWIFT/BIC MOSWRUMM; Website www.bm.ru ; BIK (RU) 044525219; Executive Order 13662 Directive Determination - Subject to Directive 1; Secondary sanctions risk: Ukraine-/Russia-Related Sanctions Regulations, 31 CFR 589.201 and/or 589.209; Target Type Financial Institution; Government Gazette Number 29292940 (Russia); Registration Number 1027700159497 (Russia); All offices worldwide; for more information on directives, please visit the following link: https://www.treasury.gov/resource-center/sanctions/Programs/Pages/ukraine.aspx#directives [UKRAINE-EO13662] [RUSSIA-EO14024] (Linked To: VTB BANK PUBLIC JOINT STOCK COMPANY). BANK OF MOSCOW (a.k.a. AKTSIONERNOE OBSHCHESTVO BM BANK; f.k.a. AKTSIONERNY KOMMERCHESKI BANK BANK MOSKVY OTKRYTOE AKTSIONERNOE OBSCHCHESTVO; f.k.a. BANK MOSKVY PAO; a.k.a. BM BANK AO; a.k.a. BM BANK JSC; a.k.a. BM BANK PUBLIC JOINT STOCK COMPANY; f.k.a. JOINT STOCK COMMERCIAL BANK - BANK OF MOSCOW OPEN JOINT STOCK COMPANY; a.k.a. PAO BM BANK), Bld 3 8/15, Rozhdestvenka St., Moscow 107996, Russia; SWIFT/BIC MOSWRUMM; Website www.bm.ru ; BIK (RU) 044525219; Executive Order 13662 Directive Determination - Subject to Directive 1; Secondary sanctions risk: Ukraine-/Russia-Related Sanctions Regulations, 31 CFR 589.201 and/or 589.209; Target Type Financial Institution; Government Gazette Number 29292940 (Russia); Registration Number 1027700159497 (Russia); All offices worldwide; for more information on directives, please visit the following link: https://www.treasury.gov/resource-center/sanctions/Programs/Pages/ukraine.aspx#directives [UKRAINE-EO13662] [RUSSIA-EO14024] (Linked To: VTB BANK PUBLIC JOINT STOCK COMPANY). AKTSIONERNY KOMMERCHESKI BANK BANK MOSKVY OTKRYTOE AKTSIONERNOE OBSCHCHESTVO (a.k.a. AKTSIONERNOE OBSHCHESTVO BM BANK; f.k.a. BANK MOSKVY PAO; f.k.a. BANK OF MOSCOW; a.k.a. BM BANK AO; a.k.a. BM BANK JSC; a.k.a. BM BANK PUBLIC JOINT STOCK COMPANY; f.k.a. JOINT STOCK COMMERCIAL BANK - BANK OF MOSCOW OPEN JOINT STOCK COMPANY; a.k.a. PAO BM BANK), Bld 3 8/15, Rozhdestvenka St., Moscow 107996, Russia; SWIFT/BIC MOSWRUMM; Website www.bm.ru ; BIK (RU) 044525219; Executive Order 13662 Directive Determination - Subject to Directive 1; Secondary sanctions risk: Ukraine-/Russia-Related Sanctions Regulations, 31 CFR 589.201 and/or 589.209; Target Type Financial Institution; Government Gazette Number 29292940 (Russia); Registration Number 1027700159497 (Russia); All offices worldwide; for more information on directives, please visit the following link: https://www.treasury.gov/resource-center/sanctions/Programs/Pages/ukraine.aspx#directives [UKRAINE-EO13662] [RUSSIA-EO14024] (Linked To: VTB BANK PUBLIC JOINT STOCK COMPANY). JOINT STOCK COMMERCIAL BANK - BANK OF MOSCOW OPEN JOINT STOCK COMPANY (a.k.a. AKTSIONERNOE OBSHCHESTVO BM BANK; f.k.a. AKTSIONERNY KOMMERCHESKI BANK BANK MOSKVY OTKRYTOE AKTSIONERNOE OBSCHCHESTVO; f.k.a. BANK MOSKVY PAO; f.k.a. BANK OF MOSCOW; a.k.a. BM BANK AO; a.k.a. BM BANK JSC; a.k.a. BM BANK PUBLIC JOINT STOCK COMPANY; a.k.a. PAO BM BANK), Bld 3 8/15, Rozhdestvenka St., Moscow 107996, Russia; SWIFT/BIC MOSWRUMM; Website www.bm.ru ; BIK (RU) 044525219; Executive Order 13662 Directive Determination - Subject to Directive 1; Secondary sanctions risk: Ukraine-/Russia-Related Sanctions Regulations, 31 CFR 589.201 and/or 589.209; Target Type Financial Institution; Government Gazette Number 29292940 (Russia); Registration Number 1027700159497 (Russia); All offices worldwide; for more information on directives, please visit the following link: https://www.treasury.gov/resource-center/sanctions/Programs/Pages/ukraine.aspx#directives [UKRAINE-EO13662] [RUSSIA-EO14024] (Linked To: VTB BANK PUBLIC JOINT STOCK COMPANY).

Intern (Fall 2024) – State Farm Research and Development Center

Student Employment & Internships

We are not just offering a job but a meaningful career! Come join our passionate team!

As a Fortune 50 company, we hire the best employees to serve our customers, making us a leader in the insurance and financial services industry. State Farm embraces diversity and inclusion to ensure a workforce that is engaged, builds on the strengths and talents of all associates, and creates a Good Neighbor culture.

We offer competitive benefits and pay with the potential for an annual financial award based on both individual and enterprise performance. Our employees have an opportunity to participate in volunteer events within the community and engage in a learning culture. We offer programs to assist with tuition reimbursement, professional designations, employee development, wellness initiatives, and more!

Visit our Careers page for more information on our benefits, locations and the process of joining the State Farm team!

Responsibilities

Intern – Research & Development Center @ University of Illinois Urbana-Champaign (Fall 2024)

This internship is open to current students at University of Illinois Urbana-Champaign only

The Fall 2024 Internship program at the State Farm Research and Development Center (RDC) provides an opportunity for paid research work with a top Fortune 500 Company. The RDC offers students a unique internship at its University of Illinois Research Park location, working on projects that have direct application to State Farm’s research work. Some of the work will include:

Research Company, Consumer and Industry trends
Prepare written reports and PowerPoint presentations
Research technology and innovation as it relates to State Farm Business Opportunities
Department specific research initiatives such as: HR, Marketing, Digital, Public Affairs and Administrative Services
Work with Corporate Project Leads
Present information to State Farm management

What You Can Expect:

Internship duration and work hours: Our Fall Internship Semester will run from August 26,2024 -December 6,2024.
Interns work 10-15 hours a week
Convenient on-campus location with easy access to Campus Shuttles
Address: State Farm Research Center at the University of Illinois Research Park, 2001 South First St. (Suite 102), Champaign, IL 61820
Hybrid work environment

What’s In It For You:

Competitive pay and a relaxed dress code
Direct experience you can leverage for your future career
An opportunity to learn and network with industry-leading influencers
A Learning Environment: Mentoring and Development to help you succeed
We love to give back! Being involved in volunteer opportunities to give back to the community
A culture that embraces Diversity and Inclusion – it is simply the right thing to do!

Qualifications

We Are Looking For The Following:

Current College Student at University of Illinois – Urbana-Champaign***

Graduate student:

Solid research experience
Experience running studies with participants and/or survey creation
Critical thinking skills and ability to work independently with support
Technical/functional expertise (or ability to learn it), collaboration, curiosity, results driven attitude
Previous work experience where project work and/or research was conducted
Research and Data Analytics

General research analyst (junior or higher preferred):

Critical thinking, technical/functional expertise (or ability to learn it), collaboration, curiosity, results driven attitude
Project description: The intern will be assisting with macro trend research, complete tasks that have been backlogged and other adhoc requests that become priority
Applicants are required to be eligible to lawfully work in the U.S. immediately; employer will not sponsor applicants for U.S. work authorization (e.g. H-1B visa) for this opportunity*****

To apply for this job please visit jobs.statefarm.com .

IMAGES

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Intern (Fall 2024)
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Building an R&D strategy for modern times

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The innovation commitment

The eight essentials of innovation

The Committed Innovator: An interview with Salesforce’s Simon Mulcahy

List of Research And Development Companies

Applied Minds

Axis Communications

Boeing Phantom Works

Center for Assistive Technology and Environmental Access

Clear Channel Outdoor

Digital Heaven

ENSCO, Inc.

FSA Corporation

Georgia Tech Research Institute

Global CyberSoft

Industrial Technology Research Institute

Integrated Microelectronics, Inc.

Lawrenceville Plasma Physics

MERA Networks

Microsoft Corporation

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Helping biopharma companies focus on the patient

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New Science is driving biopharma growth

What we think

Connecting patients to the services they need

Good chemistry: Synthesizing quality control labs

Thomas Lehmann​​​

Petra Jantzer, Ph.D.

Brad Michel

Anthony Romito

Geoff Schmidt

Empowering women to lean in and listen

Imagine – better connected cancer patients

The E suite of Ecosystems: Ease of access

The E suite of Ecosystems: E for efficacious

The E suite of Ecosystems: E for efficiencies

Research and Development sparks innovative solutions

Outpace the competition with new or improved offerings

Validate your idea quickly with fast prototyping

Prototype in weeks

Research challenges

Activate your resources

Click and collect grocery shopping revamped for both retailers and end-users

Research & Development - from idea to working prototype

Rapid prototyping

Hackathon by Netguru

What Is Research and Development (R&D)?

Why is Research and Development important?

Types of Research & Development

Who spends the most on R&D?

Why to hire Netguru R&D Consultants?

Unveil imaginative solutions that eclipse competitors

Creating Temi, a state-of-the-art personal assistant robot combining sight, touch, and hearing

Kunster: An R&D project to build an augmented reality mobile app

R&D for Good: Partnering with non-profit Pure Earth to help the environment

Devising CarLens, a slick mobile app to detect car models with AR

Our partners about the cooperation with Netguru

Netguru in numbers

Delivered by Netguru

Investment platform that enable to invest in private equity funds

Data-driven SME lending platform provider

Lead generation tool that helps travelers to make bookings

Thomas Lehmann