Development managers have troubles about R&D effectiveness

Team perspective:
1) There is also a lot of overtime, but product releases are often delayed, and product problems frequently occur after going online.
2) There are many links from demand analysis, product design, development, testing to deployment, but the final released product deviates greatly from user needs.
3) A large number of submissions and mergers occurred when the product was released and launched, resulting in many problems at the last moment. Team members stayed up all night to work overtime, but spent a lot of time waiting for the environment and waiting for verification.
4) The quality of development and testing is not good, and a lot of pressure is gathered in the testing step, resulting in a high rate of code rework. Unit testing and code review are introduced, but the effect is not obvious.
Personal perspective:
1) Tired of coping with business and no energy to improve technology.
2) There are a lot of phone calls and instant chat messages in the work process, and work ideas are often interrupted.
3) The use of many tools (such as Git, command line) is limited to the surface level, and the work efficiency is low. If you want to improve, you don’t know where to start because there are too many tools.
4) Have knowledge anxiety, but have not found a good way to systematically improve personal work efficiency.
This is actually a problem with R&D efficiency. So, what exactly is R&D efficiency? When it comes to R&D efficiency, the first reaction of many people is the speed of development, that is, whether the product can be developed and released quickly. But in reality, speed is only one of the three pillars of performance.
Compared with speed, product development is more important to be in the right direction, because products that cannot provide real value to users and companies are also done in vain. In addition, high performance also needs to be sustainable, otherwise high output in the short term can seriously hurt long-term output. For example, although staying up late and working overtime continuously can increase a certain output in the short term, the physical problems it brings will lead to low efficiency in subsequent work, which is not worth the loss.
Therefore, the complete definition of R&D effectiveness should be the efficiency that continuously generates effective value for users. It includes three aspects: Effectiveness, Efficiency and Sustainability. Simply put, it is the ability to develop valuable products in a long-term and efficient manner. For team R&D efficiency and individual R&D efficiency, the core is these three aspects, but the focus of value is different. Team R&D effectiveness pays more attention to generating value for the company, team and customers, while individual R&D effectiveness pays more attention to personal output, technological growth and personal improvement.