You will hear a radio programme on the subject of innovation, research and development in business. For each question(23-30)

You will hear a radio programme on the subject of innovation, research and development in business.
For each question (23-30), mark one letter [A, B or C)for the correct answer.
You will hear the recording twice.
You now have 45 seconds to read through the questions.
[pause]
Now listen, and mark A, B or C.
[pause]
Woman: Today on Real Business, we will look at innovation. I’m joined by Alan Pearson, previously a scientist with HMK engineering and now head of Research and Development at the London Business Centre. The ability to turn ideas into products, then bring them to the marketplace, is a process which draws on a wide range of business skills. But behind this are the skills of the innovators. These are the people who must take an idea, although not necessarily their own, and turn it into a product which is going to satisfy market need. Alan, can we first look at the innovation in organisations?
Man: Mm?
Woman: How important is it?
Man: Vital. Changes are all around. If we don’t change, other people will, our competitors both here and abroad. Innovation also reduces costs by making better use of raw materials, which is very important in the current economic climate, and can reduce pollution. For many, innovation is the heart of surviving in the future.
Woman: Could you outline some of the main types of innovation in organisations?
Man: Well, there are a few main types, I suppose. There are the modification of the existing products to make them a little better. There are the technology-based projects where people are looking for breakthroughs and setting goals: and their problem is finding the right technology for this. Also we have people looking for new uses for technology. Finally, there are the ones doing exploratory research, looking for something really new, often not sure how to find it. All of these projects are all different in focus. They are expensive and they are often the first thing to go from the budget when recession hits.
Woman: How does management fit in?
Man: If you know what you are trying to do, and this is the easiest in product modification, management can provide clear goals, resources, and above all, good leadership. If your field is the application of technology, you need to be given time to look customer needs. In the area of totally new technology, the key thing is for management to pick very good people, and then let them work in areas which are potentially relevant to the organisation. The clear need here is to make sure exploitable ideas aren’t missed.
Woman: Aha!
Man: I’d also like to stress the importance to innovation of "product champions".
Woman: "Product champions"?
Man: Yes. All innovations go through difficult patches and it needs somebody senior in the organisation who has the real commitment to it, to the product and the part to push it through these difficult patches. Of course, the danger is getting too involved and not noticing important changes going on in technology, competition and so on.
Woman: You mentioned commitment just now. Could you say a little bit more about it?
Man: My feeling is that any progress you get in research and development comes from that little bit extra you get when the commitment is high. Research and development centres where work is just routine never develop anything. What you are looking for is a team who are committed above all else to getting this thing to work, to putting it to profitable use. You have to develop a culture of commitment.
Woman: What about leadership in an innovation project?
Man: Well, every team needs a project leader. And the role of the leader is to be the link between the creative people in the research and development team and managers and financial directors and so on, who, after all, have the right to know what’s happening to their money. They need to be involved, but in a controlled way. The leader must control that communication system and keep outside interference to a minimum. The tensions between resource managers and research and development are well known and the temptation is always to interfere and try to control the budget. Being impatient won’t help anybody.
Woman: And how do you see the future?
Man: There is no doubt innovation will continue to accelerate. Innovation is an ever more important area, particularly in the electronic sector. It’s so easy to be left behind. The cost of research means the right backing is essential. I’m afraid this means a lot of smaller companies just won’t be able to afford to carry on doing it.
Woman: Now Alan Pearson, thank you! We’ve run out of time, but it is...