The strategic buckets method is often posited as an approach to ensure the strategic alignment of an research and development (R&D) portfolio with firm's strategy. Despite its popularity, crafting the right set of buckets to allocate resources is not a straightforward task. We consider the question of how to establish a set of buckets that aligns the R&D portfolio with the business strategy. We carried out a case-based research and investigate seven companies in order to propose a framework to assist decision makers in designing this set of buckets. Our framework is composed of four strategic constructs, namely, technology, market, capabilities, and organizational processes. In addition to these four constructs, we suggest that the external environment also be taken into account. We discuss the key benefits and offer theoretical insights concerning the strategic constructs, which can be combined and divided, resulting in a set of buckets that better suits a company's strategy. In addition, we acknowledge the idiosyncratic nature of firms and, as opposed to prescribing a static approach for companies, we suggest the design of buckets as a dynamic process to be performed according to the four different constructs, together with a firm's interaction with the external environment. We close by discussing the implications of our approach.

中文翻译：

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通过制作一组桶来战略调整研发组合

战略桶法通常被认为是一种确保研发 (R&D) 投资组合与公司战略战略一致的方法。尽管它很受欢迎，但制作正确的一组桶来分配资源并不是一项简单的任务。我们考虑如何建立一组使研发组合与业务战略保持一致的问题。我们进行了基于案例的研究并调查了七家公司，以提出一个框架来帮助决策者设计这组水桶。我们的框架由四个战略结构组成，即技术、市场、能力和组织流程。除了这四个结构外，我们还建议考虑外部环境。我们讨论了关键优势并提供了有关战略构念的理论见解，这些构念可以组合和分割，从而产生一组更适合公司战略的桶。此外，我们承认公司的特殊性，与为公司规定静态方法相反，我们建议将桶的设计作为一个动态过程，根据四种不同的结构以及公司与外部的互动来执行环境。我们通过讨论我们的方法的含义来结束。我们建议将桶的设计作为一个动态过程，根据四种不同的结构以及公司与外部环境的相互作用来执行。我们通过讨论我们的方法的含义来结束。我们建议将桶的设计作为一个动态过程，根据四种不同的结构以及公司与外部环境的相互作用来执行。我们通过讨论我们的方法的含义来结束。