Dr. Barrett Rollins, chief researcher at the Dana Farber Cancer Institute, an attempt to produce a cross-scientist collaboration by applying the principles of project management to medical research. As a result, innovation, integrative research centers that are new to the area and pose a significant challenge to the culture of the Institute, who had allowed the faculty scientists complete autonomy in their research. Center leaders must develop a business plan, stick to agreed performance indicators, and have regular reviews of progress conducted peer-led oversight committee. In the "A" case, the Center for Nanotechnology in Cancer, is new, but the most important centers in the program had failed to meet almost all of their goals in the first year, and a heated debate between the two teachers at the center of a complex of issues significantly. "B" describes a case solutions Rollins took in guiding and other strategic issues, and shows how the Center performs year after the initial disappointment of progress. "Hide
by Heidi K. Gardner, Edo Bedzra, Sheriff M. Elnahal Source: Harvard Business School 4 pages. Publication Date: January 3, 2012. Prod. #: 412098-PDF-ENG
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