By Jean-Christophe Simon, founder of Calsoï, innovation and R&D expert. . Carousels first published on LinkedIn in 2026.
A selection of 30 carousels published by Jean-Christophe Simon on LinkedIn, gathered on a single page. Thirty years of R&D and innovation leadership, condensed into concrete lessons: leading R&D, steering innovation at executive level, recruiting experts, managing a project portfolio, assessing a technology target.
Two series of fifteen carousels each. Every carousel answers a precise question, without jargon and without detours.
Fifteen carousels on the decisions, roles and levers of R&D and innovation leadership.
Series 1 · Carousel 01
The 7 strategic decisions of an R&D Director
What I wish someone had told me before my first 100 days.
Listen before reorganizingThe first 30 days are for understanding, not for reforming. Every team has a story. Those who don't listen will repeat their predecessor's mistakes.
Identify the 3 projects that truly matterOut of 50 projects in the portfolio, 3 will make the difference. Finding them is already 80% of the job. The rest is comfortable noise.
Build a direct line to the CEOAn R&D Director who only speaks to the CEO in committee meetings has already lost. Innovation needs a short channel for the decisions that matter.
Measure the real time-to-marketNot the one from the slides. The one the teams actually experience. The gap between the two reveals the real state of your organization.
Meet the customers, not the reportsNothing replaces 10 hours spent with actual users. An R&D Director who doesn't know them will end up innovating in a vacuum.
Assess the talent, not the org chartsThe best researchers are rarely where the org chart places them. Identify those who pull the team upward, and protect them.
Set a 3-year vision, not a 3-month oneThe short term will always be more urgent. But it's the mid-term vision that attracts talent, convinces the board and creates value.
Series 1 · Carousel 02
The 5 dimensions of an Innovation Director
This role is in no manual. Here is what this executive role taught me.
StrategistAlign innovation with the group's strategy, not the other way around. If your R&D projects don't serve the company's long-term vision, you're innovating in a vacuum.
ArchitectStructure the portfolio between breakthrough and continuous improvement. Too many companies put 95% on incremental. The Innovation Director must rebalance.
ConnectorWeave the internal and external ecosystem. Open innovation, partnerships, startups, universities. Closed innovation no longer creates enough value alone.
CatalystAccelerate the culture of experimentation. A Fab Lab, an exploration budget, the right to fail. Without a protected space, breakthrough innovation doesn't survive.
TranslatorSpeak the language of business at the executive committee. A patent is nothing without a market. The Innovation Director must connect the lab and the boardroom.
Series 1 · Carousel 03
The 6 signs your R&D has lost touch with its users
If you recognize 3 of these signs, it's time to act.
Specs come from marketing, never from the fieldWhen R&D only receives filtered briefs, it works on a distorted reality. The best innovations start with direct observation.
User tests come at the end of the projectTesting at the end means validating, not discovering. The best teams confront users from the first prototype.
No one in R&D has visited a customer in 6 monthsYou cannot create for people you don't know. Empathy cannot be delegated to a market study.
Projects are defined by technology, not by the problemWhen you start with the solution, you look for a problem to solve. The best approach is the opposite: start with the pain point.
The launch failure rate is increasingTechnically successful products that don't sell. The most expensive signal of a disconnected R&D.
The team speaks in jargon, never in customer benefitsIf your researchers can't explain in one sentence why their project matters to the end user, the connection is broken.
Series 1 · Carousel 04
The 5 mistakes that turn an R&D budget into a cost center
R&D is expensive. Poorly managed, it costs even more.
Spreading the budget across too many projects50 projects at 10% resources each means 50 projects running late. Focus is the most powerful budget optimization tool.
Confusing activity with resultsThe number of patents, publications or prototypes says nothing about value created. Measure impact, not volume.
Cutting exploratory R&D firstWhen budgets tighten, exploration is always the first casualty. Yet it's the one that prepares the next 5 years of growth.
Isolating R&D from the rest of the companyAn R&D that only talks to itself produces innovations nobody expects. Integrate R&D into business decisions from the start.
Failing to decide on project shutdownsStopping a project frees resources for a better one. Too many leaders keep zombie projects alive out of sunk cost bias.
Series 1 · Carousel 05
The 4 questions to ask before launching a Fab Lab
I launched the SEBLab at Groupe SEB. Here's what I wish I'd known before.
What specific problem must it solve?A Fab Lab is not a showcase. It's a tool. If it doesn't reduce a cycle time or unlock a creative bottleneck, it's decoration.
Who will actually use it?If only engineers have access, you're missing 80% of the value. The best ideas often come from marketing, design, or operations.
How to connect it to real projects?A Fab Lab disconnected from the project pipeline dies within 18 months. Integrate it into the development process.
What is the success criterion at 12 months?Prototypes moved to the next phase, average prototyping time, diversity of users. Without KPIs, a Fab Lab becomes a hobby room.
Series 1 · Carousel 06
The 6 principles for building a Corporate Venture fund that works
What I learned on the investment committee of SEB Alliance.
Separate financial logic from strategic logicA corporate fund seeking only financial return is a poor VC fund. One seeking only strategic value is a poor innovation tool. You need both, with clear priorities.
Protect decision-making autonomyIf every investment must go through the executive committee, you'll always be too late. Give the fund a mandate and a governance of its own.
Define the investment thesis upfrontAdjacent technologies, future markets, missing capabilities. Without a clear thesis, you'll chase every shiny object.
Appoint someone to bridge the startup and the groupWithout a dedicated internal contact, the startup is forgotten within 6 months. This role is the most underrated in corporate venture.
Accept a different time horizonThe group thinks in quarters. The startup thinks in years. If you impose your cycles on their roadmap, you'll kill the value.
Measure the value created, not just the IRRIntegrated patents, transferred technologies, recruited talent, opened markets. The real return of a corporate fund is rarely on the balance sheet.
Series 1 · Carousel 07
The 4 time scales of a deeptech startup Chairman
Chairman of Aryballe (digital olfaction). Lessons learned.
The time of science: patienceA deeptech technology takes 5 to 10 years to mature. The Chairman must protect this long time against the pressure for quick results.
The time of the market: urgencyThe market window doesn't wait. You must find the first industrial client before the technology is perfect. Good enough beats too late.
The time of funding: rhythmEvery fundraising round has its window. The Chairman must anticipate 18 months ahead and never let the cash runway drop below 6 months.
The time of the team: steadinessThe founders ride a rollercoaster. The Chairman is the fixed point who recalls the vision when doubt sets in.
Series 1 · Carousel 08
The 5 criteria to assess a company's innovation maturity
Before investing in or joining a company, ask yourself these questions.
Does the CEO talk about innovation beyond the slides?If innovation only appears in the annual report, it's not part of the culture. It's part of the communication.
Is the project portfolio balanced?80% incremental, 15% adjacent, 5% breakthrough: that's a healthy ratio. If breakthrough is at zero, the company is optimizing its past.
Do R&D teams have access to customers?If R&D never meets end users, innovation is disconnected from the market. It's the clearest maturity test.
Can the company stop a project?A mature innovation company kills bad projects quickly. An immature one lets them die slowly, wasting resources and morale.
Is there a space to experiment?Fab Lab, exploration budget, free time for researchers. Without a protected space, breakthrough ideas don't survive.
Series 1 · Carousel 09
The 5 priorities of a CEO of an international R&D Joint Venture
Creating a research joint venture between Paris and Tokyo. Lessons learned.
Build trust between two culturesA Franco-Japanese JV doesn't work with processes. It works with trust. And trust is built face to face, not by email.
Define a roadmap that serves both parent companiesEach parent company wants the JV to serve its own priorities. The CEO must build a roadmap that creates shared value.
Recruit bilingual profiles in science and businessThe best researchers are not enough. You need people who translate between cultures, languages, and business models.
Protect autonomy without creating isolationToo much autonomy and the JV becomes a forgotten satellite. Too little and it becomes a remote execution center. The balance is everything.
Deliver visible results within 12 monthsBoth boards want proof. Not in 5 years. Now. Credible quick wins buy the time needed for deeper innovation.
Series 1 · Carousel 10
The 7 levers for a successful R&D transformation
Transforming R&D cannot be decreed. Here are the levers that truly work.
Clarify the strategy before touching the organizationReorganizing without knowing why is moving furniture in a house without a floor plan. Start with the destination.
Ruthlessly prioritize the portfolioGoing from 80 projects to 20 is scarier than any reorganization. But it's the most impactful lever for R&D performance.
Establish a steering governanceMonthly review committees with real Go/No-Go decisions. Not information reviews where everything continues by default.
Bring R&D closer to the usersConsumer science, design thinking, field immersion. Give your teams direct access to the people they innovate for.
Open the ecosystemAcademic partnerships, technology scouting, startups. Closed innovation no longer creates enough value alone.
Invest in key talentIdentify the 10 people who truly make the difference. Give them visibility, responsibility, and reasons to stay.
Measure what mattersReal time-to-market, launch success rate, user satisfaction. Not the number of patents or ongoing projects.
Series 1 · Carousel 11
The 6 skills of an international R&D Director
What the CV doesn't show, and what headhunters look for.
Cross-cultural intelligenceManaging a team across Tokyo, Lyon, and Boston is not managing three teams. It's understanding three ways of thinking, deciding, and collaborating.
The ability to decide under uncertaintyIn R&D, data always arrives too late for decisions. The leader must know how to act with incomplete information.
Science-business bilingualismSpeaking to the executive committee in the morning and to a researcher in the afternoon requires two languages. Few people master both.
Portfolio visionSeeing projects as a whole, not as a sum. Knowing where to invest one more euro and where to pull one out.
Constructive political acumenAligning the BUs, the CEO, the board, and partners around a common roadmap. Without this skill, the best strategy stays on paper.
Long-term resilienceA true R&D transformation takes 3 years. Results don't come in the first quarter. You must stay the course when the organization pushes back.
Series 1 · Carousel 12
The 5 rules for a technology partnership that creates value
Partnerships in digital, nutrition, materials. What works.
Define what each side brings and what each side expectsIf the value split isn't clear from the start, it will be even less so at delivery. Write it down before signing.
Create a shared workspace, not two parallel projectsToo many partnerships operate as exchanges of deliverables. Real value comes from co-creation, not subcontracting.
Appoint a project leader on each sideA partnership without a dedicated pilot is dead within 6 months. You need someone who wakes up thinking about this project every day.
Set IP rules from day 1Intellectual property is the topic everyone postpones. Yet it's the one that blows up partnerships when left undefined.
Set short milestones and celebrate themA partnership that produces nothing visible in 6 months loses its internal sponsors. Quick wins sustain long-term commitment.
Series 1 · Carousel 13
The 4 traps of open innovation
Open innovation is powerful. Poorly practiced, it's a money pit.
Confusing scouting with strategyMeeting 200 startups a year is pointless without a clear thesis. Unfiltered scouting is tourism, not innovation.
Underestimating integration timeFinding the right technology takes 3 months. Integrating it into your products takes 18. Most companies plan for the first. Few plan for the second.
Treating startups like suppliersA purchase contract is not a partnership. Startups bring speed and creativity. If you impose your processes, you lose what you came for.
Not involving internal teamsIf your R&D teams see open innovation as a threat, they will sabotage it. Make them the co-pilots, not the spectators.
Series 1 · Carousel 14
The 3 questions a CEO must ask their Innovation Director every quarter
If your CEO doesn't ask these questions, suggest they start.
Which projects should we stop?It's the hardest and most useful question. A portfolio that only grows is a portfolio that wastes. Stopping is a strategic act.
What did we learn from our users this quarter?Not a market study summary. A concrete insight, a quote, a surprise. If there's nothing new, the team isn't close enough.
What is our biggest technology risk at 3 years?If the Innovation Director can't answer in one sentence, there's no vision. If they can, you have a real strategic partner.
Series 1 · Carousel 15
The 5 lessons learned building R&D in Japan
6 years between Tokyo and Paris. What Japan taught me about innovation.
Consensus is not slownessJapanese nemawashi takes time upfront. But once the decision is made, execution is lightning fast. The total cycle is often shorter.
Quality is a prerequisite, not a differentiatorIn Japan, a poor-quality product simply doesn't exist. This standard forced us to rethink our entire development process.
Customer observation is an artJapanese teams spend hours observing the user in context. Not a focus group: a silent observation that reveals what words don't say.
Trust is built outside the officeDinners, nomikai, informal moments are not wasted time. That's where the trust relationship is forged that makes projects work.
Humility opens doors that arrogance closesAn expat who arrives thinking they know everything hits a polite wall. One who listens first unlocks extraordinary collaboration.
Series 2: The field, the talent and the trade-offs
Fifteen carousels on the unspoken truths of the executive committee, recruitment, interim management and due diligence.
Series 2 · Carousel 01
The 5 unspoken truths between R&D and the executive committee
What your R&D Director may not dare tell you.
Zombie projectsIn many organizations, there are projects everyone knows are doomed but no one dares to stop. The R&D Director keeps them alive because a committee member launched them.
The real cost of changing prioritiesA change of course actually costs 3 months, not 3 days. When the executive committee changes its mind every quarter, R&D ends up only pretending to follow.
The gap between the plan and realityThe schedule presented to the committee is sometimes a negotiated fiction. The real timelines are often 30 to 50% longer. Everyone knows it, but no one says it.
The talent that leaves in silenceThe best engineers don't slam the door. They leave quietly. And when R&D loses its talent, the committee sometimes discovers it only 12 months later.
The difficulty of saying no to the businessAn R&D Director who accepts everything risks delivering nothing of value. But saying no to the business without the CEO's support remains a perilous exercise.
Series 2 · Carousel 02
Is your R&D innovating or optimizing?
The difference between innovation and continuous improvement. How to know where you stand.
The 3-year testLook at your launches over the last 3 years. How many created a new market, a new use, a new model? If the answer is zero, you're optimizing.
The 70/20/10 ratio70% incremental, 20% adjacent, 10% breakthrough. That's the theory. In practice, most companies are at 95/5/0.
The culture of riskIf your R&D hasn't failed on an ambitious project this year, it isn't taking enough risk. The absence of failure is a warning sign.
The time horizonOptimization thinks at 12 months. Innovation thinks at 5 years. If your roadmap doesn't go beyond 18 months, you're in continuous improvement.
The customer testAsk your customers what surprised them in your latest products. If nothing comes to mind, you're optimizing what they already know.
Series 2 · Carousel 03
What is a patent worth?
The answer is not what you think. Why the number of patents is a bad KPI.
A patent is not an innovationA patent protects an idea. Not a market. I filed 30 patents. The most profitable were not the most ingenious.
The hidden costAn international patent costs 50,000 to 100,000 euros over its lifetime. Multiply by 200 patents. The portfolio becomes a cost center if no one manages it.
The real indicatorWhat matters is not how many patents you file. It's how many are used in a product sold, a license granted, or a negotiation won.
The strategic weaponA good patent portfolio protects your markets, deters competitors and creates value in M&A. But only if it's aligned with the strategy.
The question to askAsk your R&D Director: which patent made money this year? If they can't answer, your IP strategy needs a rethink.
Series 2 · Carousel 04
The executive committee that kills innovation without knowing it
6 ordinary decisions that stifle a company's capacity to innovate.
Demanding ROI within 12 monthsBreakthrough innovation doesn't produce ROI in one year. Demanding that proof kills the most transformative projects before they have a chance.
Changing priorities every quarterAn R&D project needs continuity. Three changes of course in a year, and teams stop believing in priorities.
Cutting the exploration budget firstWhen savings are needed, the exploration budget is always sacrificed first. Yet it's the only one that prepares the future.
Confusing speed with hasteAccelerating a research project doesn't make it succeed faster. It makes it fail faster. Technological maturity has its own tempo.
Never visiting the labAn executive committee that never sets foot in R&D sends a clear message: innovation is not a priority. Engineers understand it quickly.
Hiring an Innovation Director without a mandateAppointing an Innovation Director without budget, team or access to the committee creates a decorative role. And frustrates a good profile.
Series 2 · Carousel 05
Should there be an Innovation Director on the executive committee?
The arguments for, the arguments against. And the conditions to make it work.
The case for: the voice of the futureWithout a representative on the committee, innovation loses every trade-off against short-term business. The Innovation Director carries the voice of the future.
The case against: the ivory tower riskAn Innovation Director disconnected from the BUs becomes a free electron. They launch projects no one integrates. The role becomes an alibi.
Condition 1: a clear mandate from the CEOThe Innovation Director must have a written mandate, a dedicated budget and the explicit support of the CEO. Without that, they're a fuse.
Condition 2: a strong link with the BUsInnovation cannot be decreed from headquarters. The Innovation Director must spend 50% of their time with the BUs, not in their office.
Condition 3: measurable resultsNumber of projects transferred to the BUs, revenue from launches, partnerships activated. Without metrics, the role disappears at the first restructuring.
Series 2 · Carousel 06
The 5 keys to recruiting R&D experts
Technical recruitment is a discipline of its own. Here's what 30 years of R&D taught me.
Recruit for curiosity, not for the CVA brilliant but closed-minded expert won't move your R&D forward. Look for those who ask questions, not those who have all the answers.
Sell the project, not the positionA good researcher doesn't choose a company. They choose a problem to solve. If you can't explain the technical challenge, you'll only recruit mercenaries.
Involve the teams in the processExperts want to work with high-level peers. Let them meet their future colleagues. It's the best recruitment argument.
Accept atypical profilesThe best hires of my career were profiles no one else wanted. A physicist in cosmetics. A chemist in medtech. The mismatch creates the value.
Protect experts from the hierarchyA talented researcher who must become a manager to progress is a researcher lost. Create expertise tracks parallel to the management track.
Series 2 · Carousel 07
I managed 200 R&D projects at the same time
The R&D portfolio as an investment fund. Arbitrate, kill, accelerate.
Rank by impact, not by seniorityThe oldest projects are not the most important. Rank by expected strategic impact. The top 10 deserve 80% of your attention.
Killing a project frees energyStopping 20 average projects to accelerate 5 excellent ones. It's the hardest and most profitable decision for an R&D Director.
The monthly portfolio committeeA 2-hour review every month. No endless PowerPoint. A dashboard, indicators, decisions. Go, stop or pivot.
The sponsor ruleEvery project must have a business sponsor. No sponsor, no project. This eliminates the orphan projects no one is waiting for.
Think like an investorDiversify between short term and long term. Accept that 30% of projects will fail. Measure the overall return of the portfolio, not project by project.
Series 2 · Carousel 08
The art of saying no in R&D
5 situations where the R&D Director must refuse. And how to do it without making enemies.
No to the CEO's projectThe CEO has an idea after a trade show. It's a bad one. Saying no directly is suicidal. Proposing a 4-week feasibility study saves everyone.
No to the unrealistic deadlineThe business wants a prototype in 3 months. It's technically impossible. Saying yes and failing destroys trust. Saying no with an alternative plan builds it.
No to the project without resourcesAccepting a project without allocating the right people condemns it. Better to refuse clearly than to dilute teams across too many fronts.
No to copying the competitorCopying the competitor is always one move behind. R&D must propose better, not the same. But you need solid arguments to convince.
No to the scope that driftsA project that grows at every committee will never be delivered. The R&D Director must protect the initial scope. Every addition pushes back the delivery.
Series 2 · Carousel 09
From scientist to executive: the 5 things to let go
The move from the lab to the executive committee. What you must give up to become a true leader.
Letting go of expertiseYou were the best specialist. From now on, your value is no longer to know, but to make others know. Letting experts be experts is the first thing to let go.
Letting go of certaintyIn science, you look for proof. In leadership, you decide with 60% of the information. Waiting for certainty means deciding too late.
Letting go of solitary workThe researcher progresses alone. The leader progresses through others. Your impact is now measured by what your team accomplishes, not by what you do.
Letting go of the long timeResearch accepts temporal uncertainty. The committee wants dates. Learning to commit to milestones without betraying science is an art.
Letting go of neutralityThe scientist observes. The leader decides. Taking a position, owning it, defending it. It's uncomfortable for a mind trained in objectivity.
Series 2 · Carousel 10
Managing 10 areas of expertise at the same time
Chemistry, electronics, IoT, patents, batteries, anthropologists. How to lead what you don't master.
You're not there to understand everythingAn R&D Director leading 10 disciplines cannot be an expert in each. Their value is to ask the right questions, not to know the answers.
Create a common languageA chemist and an electronics engineer don't speak the same language. The leader's role is to build a shared project vocabulary so the teams understand each other.
Protect the diversity of perspectivesThe temptation is to homogenize. An anthropologist in an engine team is unsettling. It's also what produces the best innovations.
Trust the experts in each fieldDelegate the technical decision to the one who knows. Keep the strategic decision for yourself. Confusing the two is the classic mistake of the lab-bred leader.
Orchestrate, don't directThe multi-disciplinary R&D Director is a conductor. They play no instrument better than their musicians. But without them, there is no symphony.
Series 2 · Carousel 11
What an R&D Director's CV doesn't tell you
5 questions to ask in an interview to reveal the true profile of an R&D leader.
Which project did you stop?Launching projects, everyone can do. Killing one that doesn't work takes courage and judgment. It's the mark of a real director.
How do you handle a conflict with the business?R&D and the business inevitably clash over deadlines, priorities, resources. A good R&D leader negotiates without capitulating.
Tell me about a technical failureThose who never failed never innovated. What matters is what they learned and how they bounced back. Failure reveals character.
How do you sell R&D to the executive committee?An R&D Director who can't speak the language of business is a brilliant technician but an incomplete leader. The committee wants euros, not patents.
What do you do with talent that stagnates?R&D lives by its talent. A director who can't develop, promote or let them go will lose the best ones in silence.
Series 2 · Carousel 12
The 5 signals that a candidate will be a good R&D leader
What headhunters should observe beyond the CV.
They talk about their team before talking about themselvesA true R&D leader highlights collective achievements. Someone who says “I invented” instead of “we developed” is not a leader.
They know their failures by heartFailures mark us more than successes. A candidate who recounts them with lucidity and without bitterness has the maturity to lead.
They ask questions about strategy, not about budgetA good director's first reflex is to understand the vision. The budget will follow. Someone who asks first for resources thinks like a manager, not a leader.
They have changed sector at least onceChanging industry forces you to relearn everything. It builds adaptability, curiosity and the ability to question the obvious.
They can explain technology simplyAn R&D leader who can't make things clear won't convince a committee. Clarity is the sign of mastery.
Series 2 · Carousel 13
Interim management in R&D: not consulting
The 4 differences between a consultant and an interim executive.
The consultant recommends, the interim executive decidesA consultant delivers a report. An interim executive makes the decisions, owns them and bears the consequences. It's not the same job.
The consultant analyzes, the interim executive actsNo 3-month audit phase. The interim executive produces results from the first week. Time is their main enemy.
The consultant stays external, the interim executive integratesTeams don't follow an outside contributor. They follow a leader who shares their daily life, attends the meetings and eats in the cafeteria.
The consultant leaves with their deliverable, the interim executive leaves an organizationThe value of interim management is measured 6 months after departure. If the organization holds on its own, the mission succeeded.
Series 2 · Carousel 14
Technology due diligence: what the CTO won't show you
5 things to look for beneath the surface when assessing an M&A target or a startup.
Technical debtEvery company has it. The question is not whether it exists, but whether it's documented and whether a remediation plan exists. Otherwise, you inherit an invisible liability.
Dependence on key peopleIf 3 engineers hold 80% of the critical knowledge, you're not buying a technology. You're buying 3 employment contracts. What happens if they leave?
The reality of the patent portfolioMany patents are worth nothing. Check the patents used in products, the expiry dates, the territories covered. Volume doesn't equal value.
The scalability of R&DCan the team go from 10 to 50 people? Are the processes, tools and documentation ready? Artisanal R&D doesn't scale.
Alignment with the marketThe technology is brilliant, but does it meet a real need? How many customers actually use the product? Product-market fit is not a slide.
Series 2 · Carousel 15
From L'Oréal to medtech: 5 sectors, 5 lessons
Why changing industry is an accelerator of skills.
The method transfers, not the contentMoving from cosmetics to home appliances, I understood that the innovation approach is universal. Only the vocabulary changes. The rigor remains.
The fresh eye is an advantageWhen you arrive in a new sector, you ask the questions no one dares to ask anymore. That naive perspective is your best tool.
Networks multiplyEach sector brings its ecosystem. After 5 industries, your address book connects worlds that don't talk to each other. It's a unique source of innovation.
Adaptability gets strongerChanging sector forces you to learn fast, to accept not knowing, to ask questions. It's the most precious skill of a leader.
Vision broadensAfter defense, beauty, optics, home appliances and medtech, I see patterns that experts in a single sector don't see.
Jean-Christophe Simon is the founder and principal of Calsoï. A doctor in physics, he led R&D and innovation for over thirty years, including as EVP Innovation of Groupe SEB and R&D Director of Groupe Thuasne, across France, Japan and internationally. He has filed more than thirty patents and managed teams of up to 250 people.
Every carousel on this page draws on that first-hand field experience, without theory or jargon: I share what I learned while running R&D organizations, sitting on executive committees and on boards. This content was first published on LinkedIn, then gathered here. The author's profile can be verified on Wikidata and IdRef.