1. 研发管理中的“二八原则”：

在不理解其精髓的情况下，只学其“形”不解其“神”，导致当下我们非常多的企业在不清楚二八原则中“二“在哪里时，努力去做“二”＋“八“，让我们做了许多不需要做或没能力在现阶段做的事，影响了推进效率，也包括这些年我们在企业走过类似的弯路。

1) 当前阶段哪些是“二”，哪些是“八”？

2) 如何把有限的资源投入到“二”中去？如何抓住研发问题的本质，快速见效，并逐步扩展优化？

2. 综合思考“形”与“神”：

研发体系建设与能力提升推进中，什么是“形”？什么是“神”？是否存在重“形”轻“神”？（体系方法、工具是“形”，而每个环节的精准实施与控制能力才是“神”。有“形”无“神”去推行研发体系，基本都难以取得效果）

非常赞同陈老师以上的观点：现实中，接触到的许多企业在流程中过多关注活动的完整性，而没有结合自己本身的能力，分步地推进流程，导致流程变革的失败。研发管理体系推进困难，分析原因了吗？只剩其“形”，丢了其“神”，能提升研发管理水平吗？这是对我们流程人的灵魂拷问，提醒我们要时刻去反思：是否存在重“形”轻“神”？

1) 我们应基于研发管理本身的逻辑，归零思考：现阶段，研发流程在执行过程中的主要问题是哪些？原因是什么？哪些既重要又紧急？

2) 正确的研发管理推进策略：需要从侧重流程、制度、表单的建设视角，转换到业务问题解决方法、跨部门协同项目管理、团队角色分工及能力成长视角，要从形似到神似，一步一步做实才能见效。

非常赞同陈老师以上的观点：因此，企业在推行IPD时一定要特别注意，无论从哪个层次去推研发管理，都要以项目级的研发管理为基础，因此需要企业花大功夫来建立研发管理的框架，完善相应的管理机制、角色职责、裁剪机制、评审流程、检查表、模板等细节内容，这部分内容属于基础性工作，受组织结构、企业文化、业务规模、综合管理水平影响较小，但工作量很大，没有这些细节支撑的研发管理无异于空中楼阁。

翻译：

Classic content summary of IPD promotion thinking:

1. The “principle of 80” in R&D management:

In the case of not understanding its essence, only learn its “shape” and do not understand its “God”, resulting in the current many of our companies are not clear where the “two” in the 28 principle, and strive to do “two” + “eight”, so that we do a lot of things that we do not need to do or do not have the ability to do at this stage, affecting the promotion efficiency, including these years we have gone through similar detours in the enterprise.

1) Which are the “two” and which are the “eight” in the current stage?

2) How to put limited resources into “two”? How to capture the essence of research and development problems, fast results, and gradually scale optimization?

2. Comprehensive thinking about “form” and “God” :

What is “shape” in the construction of R & D system and the promotion of capacity? What is “God”? Is there such a thing as “form” over “God”? System methods and tools are “forms”, while the accurate implementation and control ability of each link is “God”. There is “form” without “God” to implement the research and development system, basically difficult to achieve results)

I very much agree with the above point of view of teacher Chen: In reality, many enterprises I have contacted pay too much attention to the integrity of activities in the process, but do not combine their own ability to promote the process step by step, resulting in the failure of process reform. Research and development management system is difficult to promote, have you analyzed the reasons? Only its “shape”, lost its “God”, can improve the level of research and development management? This is the soul of our process of human torture, reminding us to always reflect: is there a “form” light “God”?

1) Based on the logic of R&D management itself, we should think to zero: at this stage, what are the main problems in the implementation of the R&D process? What is the reason? Which are both important and urgent?

2) Correct R & D management promotion strategy:

It is necessary to change from the perspective of construction focusing on process, system and form to the perspective of business problem solving, cross-departmental collaborative project management, team role division and ability growth. It is necessary to change from form to spirit, and to achieve results step by step.

I very much agree with the above views of teacher Chen: Therefore, enterprises must pay special attention to the implementation of IPD, no matter from which level to promote R & D management, it must be based on project-level R & D management, so enterprises need to spend great efforts to establish the framework of R & D management, improve the corresponding management mechanism, roles and responsibilities, tailoring mechanism, review process, checklist, template and other details, this part of the content is basic work. The impact of organizational structure, corporate culture, business scale, and comprehensive management level is small, but the workload is large, and R&D management without the support of these details is tantamount to a castle in the air.