Meat processing companies are under increasing pressure to innovate. Consumer demands, sustainability goals, and competitive forces require R&D teams to continuously enhance products, processes, and technologies. This maturity model provides a structured approach to assessing and improving R&D capabilities.
Processing and preserving meat products requires extensive research and development (R&D) to create safe, high-quality, and innovative food solutions. This article explains that the model aims to help meat processing R&D teams methodically improve their innovation programs. The 10 specialist roles who will benefit are:
- R&D Managers
- Food Scientists
- Food Technologists
- Product Developers
- Packaging Engineers
- Quality Control Specialists
- Regulatory Affairs Specialists
- Pilot Plant Engineers
- Prototype Developers
- Sensory Scientists
Underlying Principles for Meat Processing R&D Maturity
This Maturity Model for meat processing R&D is driven by five founding principles:
- Scientific Rigor – R&D is grounded in sound science, data, and analytical thinking.
- Consumer Centricity – Solutions address emerging consumer needs, values, and preferences.
- Sustainability – Innovation aligns with ecological and social responsibility.
- Collaboration – Partnerships enhance capabilities and sharing of knowledge.
- Agility – Nimble systems rapidly prototype and test new ideas.
Example Model for Meat Processing R&D
| Maturity Level | Description |
| Level 1: Basic | Ad hoc R&D efforts with limited infrastructure, capabilities, and planning. |
| Level 2: Developing | Building more structured R&D processes and cross-functional involvement. |
| Level 3: Defined | R&D is integrated into operations with clear goals, resources, and stage gates. |
| Level 4: Advanced | R&D drives business strategy with strong pipelines and consumer insights. |
| Level 5: Leading | World-class R&D organization enabling breakthrough innovation. |
Level 1: Basic
Assessment Criteria
- No formal R&D department or team
- Minimal infrastructure and capabilities
- Reactive approach with limited planning
- Primarily relies on external partners
Progressive Elements
At this level, the focus is on building fundamental R&D capabilities, resources, and processes to move beyond ad hoc efforts. Key aspects to improve include:
- Forming a dedicated R&D team with core roles
- Developing lab and pilot plant infrastructure
- Implementing systems to manage projects, data, and knowledge
- Creating a technology roadmap aligned to business strategy
- Establishing stage gates and go/no-go decision points
Suggested Benchmarks / Metrics
- R&D spend as % of revenue – <1% (Industry average is 1-3%)
- New products launched annually – <2 (Top firms launch 5+ major products/year)
- R&D employee turnover rate – High (Should be <10% annually)
For example, R&D spend is just 0.5% of revenue, indicating capability gaps. The team scrambles to respond to technical issues but rarely has time for long-term projects.
Action Plan
- Build a core R&D team with 2-5 scientists/engineers
- Invest in basic lab equipment and systems
- Define an ideation-to-launch process with stage gates
- Start mapping out a 3-5 year technology roadmap
- Develop KPIs to track R&D performance
Level 2: Developing
Assessment Criteria
- Small dedicated R&D team or department
- Basic lab and testing capabilities
- Informal portfolio management
- Limited cross-functional collaboration
Progressive Elements
At this level, R&D capabilities and processes are strengthened to undertake more impactful projects. Key focus areas include:
- Expanding the team’s skills and capacity
- Enhancing lab infrastructure and pilot facilities
- Improving portfolio management and stage gates
- Increasing involvement of marketing, operations, procurement
Suggested Benchmarks / Metrics
- Products in R&D pipeline – <10 (Leading firms have 20-30 active projects)
- R&D productivity ratio – <20%
(Revenue from new products/R&D spend) - Cross-functional meetings per month – <2 (Should be 4+ for alignment)
For instance, the R&D pipeline has only 5 early-stage concepts. The team struggles to screen and progress ideas effectively to launch.
Action Plan
- Recruit additional scientists and engineers
- Expand lab capabilities in analytics and prototypes
- Create a portfolio tool to capture and evaluate all ideas
- Schedule quarterly reviews with key functions
- Develop a process for consumer testing and feedback
Level 3: Defined
Assessment Criteria
- Integrated R&D department
- Solid capabilities and infrastructure
- Structured portfolio management
- R&D formally aligned to business goals
Progressive Elements
At this level, R&D has established processes but needs greater connectivity across the organization to drive higher ROI. Key aspects to improve:
- Enhancing collaboration and communication
- Leveraging consumer insights to inform projects
- Scaling pilot facilities to test product viability
- Tightening stage gates to accelerate development
- Expanding innovation networks externally
Suggested Benchmarks / Metrics
- New product vitality index – 10-15%
(Revenue from products <5 years old/total revenue) - First pass success rate – 50-60% (Percentage of products that pass stage gates)
- Open innovation partnerships – <5 (Leading firms have 10-20 active alliances)
For example, new products account for 9% of revenues. Many concepts get stuck in development due to inadequate testing and consumer feedback.
Action Plan
- Create cross-functional innovation teams
- Invest in customer research and insights
- Upgrade pilot plants to scale up prototypes
- Refine gating criteria to accelerate delivery
- Identify research institutions and startups to partner with
Level 4: Advanced
Assessment Criteria
- R&D is a core capability and competitive advantage
- Strong innovation culture and leadership
- Robust pipelines and portfolio governance
- R&D informs business strategy
Progressive Elements
At this level, R&D has strong foundations but needs to expand its strategic role and impact. Key aspects to enhance:
- Horizon scanning for disruptive technologies
- Developing differentiated capabilities
- Commercializing science and IP
- Becoming the industry benchmark for innovation
- Enabling innovation across the organization
Suggested Benchmarks / Metrics
- Platform technologies in portfolio – <3 (Leading firms have 5+ platform innovations)
- External recognition and awards – Minimal (Target 1-2 high profile innovation awards annually)
- Employees with advanced degrees – <15% R&D
(Leading labs have 25%+ PhDs/Masters)
For instance, R&D has expert food scientists but lacks specialized capabilities in areas like biotech or nanotechnology that could enable disruptive innovation.
Action Plan
- Conduct research to identify emerging and differentiating tech
- Develop partnerships with universities
- Strengthen in-house capabilities in data analytics
- Create CTO role to drive technology vision and strategy
- Launch corporate venturing unit to fund startups
Level 5: Leading
Assessment Criteria
- Globally recognized R&D organization and innovation leader
- R&D fuels radical innovation and transforms the industry
- High-performance culture attracting the best talent
- Integrated ecosystem with partners across academia and industry
Progressive Elements
At the pinnacle level, R&D must stay ahead of the curve and expand its ecosystem to accelerate breakthroughs. Areas of focus include:
- Fostering a creative, entrepreneurial culture
- Investing in scientific moonshots
- Leveraging external networks for insights
- Developing a magnet image to attract world-class talent
- Maximizing value capture from discoveries
Suggested Benchmarks / Metrics
- IP commercialization revenue – Minimal (Leaders generate 10-20% of sales from licensed IP)
- R&D talent retention rate – <80%
(Leading labs retain 90%+ of top scientists) - Research publications/patents – Lagging
(Aim for industry-leading volume and significance)
For example, R&D has deep expertise but has not fostered the risk-taking culture needed for breakthroughs. There are gaps in retaining top scientists and fully capitalizing on internal innovation.
Action Plan
- Develop innovation challenges to stimulate radical thinking
- Sponsor researchers to publish cutting-edge studies
- Enhance lab facilities to offer unique capabilities
- Increase incentives and career growth opportunities
- Implement advanced IP management processes
How will your R&D inspire the future of food?
In closing, this model provides a pathway for meat processing R&D teams to progress across five levels, from foundational capabilities to world-class innovation leadership. At each stage, the focus is on strengthening the key elements needed to achieve sustained success. With a rigorous commitment to the underlying principles and metrics outlined here, R&D organizations can fulfil their vital role in advancing the art and science of food. There is immense opportunity for meat processing R&D to create better, safer products while also pioneering more sustainable production methods. Ultimately, inspired research and development will lead to the transformation of the global food system.
