Using Pfizer as an example, Terence Barnhart demonstrates that Lean implementation isn't strictly for manufacturing, that it can just as effectively be implemented in an R&D organization, providing that the differences that the each culture requires is understood. The author demonstrates why the Lean approach is appropriate for R&D. He explains why he believes that success is contingent on merging Lean principles with the cultural virtues inherent in R&D, and shows how R&D organizations should employ a middle-out systemic approach that immediately engages all the stakeholders involved.