COMMERCIALIZING PRODUCTS FROM PLANT BIOTECHNOLOGY 193
polymorphisms (RFLPs) as molecular markers in crosses between Lycoper-
sicon esculentum and a wild species, L. hirsutum f. glabrum, and to de-
velop a chemical test that could serve as a quick index to the quantity of
the chemical present in plants. Similarly, most research and development
in biotechnology is multifaceted and requires the input of several scientific
specialties.


SUPPORT SYSTEMS

 Adequate equipment, laboratory facilities, and research greenhouses
are essential for research success. Management must ensure that the work-
place and its equipment will foster an effective pursuit of research objec-
tives in safety. Obsolete and time-wasting equipment should continually
be replaced. Scientists need to feel that management is concerned about
effective use of both time and resources.
 Staff management should be positive and sufficiently open to encourage
interaction and innovation, striving at all times to avoid developing "terri-
torial boundaries." At NPI, research divisions are under the leadership of a
coordinator whose task it is to facilitate day-to-day activities, coordinate
between the director of research and the staff, and promote effective labo-
ratory operations. In contrast with this open management, multidiscipli-
nary projects are under the control of a project manager whose task is to
see that project goals are met within the allotted time while making use of
all resources available to the project.


STAFF DEVELOPMENT

 The most valuable asset of a biotechnology company, in its pursuit of
products, is its staff. Continued development is essential to creativity. Any
worthy activity that promotes scientific growth should be supported. Some
of the most productive activities appear to be attendance at scientific
meetings and workshops, presentation of seminars, and publication of sci-
entific papers. In-house training activities include work-in-progress re-
ports and staff seminars. Corporate support for participation in scientific
meetings and university coursework taken by junior scientific staff can add
new technical "tools" and sharpen existing staff capabilities, but it also
sends a message to the staff that continued scientific growth is a high prior-
ity.