R&D Division is technology center of the organization, which allows D&S products to be constantly improved, and breakthrough innovation products to be created.

Managing R&D team could present a challenge to any companies. The tough challenge is normally reflected on how to communicate with talent people, how to guide team members, how to set up a appropriate working environment in which engineer’s hidden value come out. D&S devote to build up unique network structure within R&D division, which can be characterized by following points:

Frontline managers and interdependent units focused on specific opportunities, are the company’s entrepreneurs. They are the builders of the company’s businesses and competencies and take full responsibility for both the short-term and the long-term performances of their units. Importantly, they fact out to an external environment with which they build strong contacts and relationships, rather than upward into a hierarchy from which they expect direction and control.

Like coaches who leverage the strengths of individual players to build a winning team, middle-level managers link these separate businesses and leverage the resources and capability developers—developing both the skills and competencies of the individual frontline managers through mentoring and guidance, and also the overall capabilities of the organization by integrating the diverse capabilities of the frontline units across businesses, functions, and countries.

Top management provides the foundation for　this activity by infusing the company with an energizing purpose—a sense of ambition, a set of values, and overall identity—so as to develop it as an institution that can outlive its existing operations, opportunities, and executives. Like social leaders, top management creates the challenge and commitment necessary to drive change and ensure that the company continuously renews itself. Rather than trying to control strategic content, top management focuses much more on shaping organizational context.