I work at a place that's very much in the spirit of Bell Labs — CableLabs — a nonprofit R&D organization that serves the global cable industry. It’s been a pretty unique experience, especially coming from a background in product development, where everything revolves around ship dates, KPIs, roadmaps, and making your manager look good to his manager's manager :eyeroll:.
Here, there are no product managers, barely any formal management, and a remarkably flat structure. Most of the day-to-day work revolves around filing patents, writing papers, speaking at conferences, and building rapid prototypes that push the boundaries of what's technically possible, often years ahead of commercialization. In some ways, it feels like stepping into a time capsule of what R&D used to be: curiosity-driven, deeply technical, and untethered from the usual metrics, as opposed to today's modern R&D miasma aimed only at sand-bagging products/results to nab VC funding and then cash out.
But the catch: our funding rises and falls with the cable industry. When times are good, we explore bleeding-edge ideas in areas like low-latency transport, advanced Wi-Fi features like Wi-Fi sensing, quantum-key distribution over fiber, and next-gen access networks. When times are tight (like now), there’s a sharper focus on short-term, directly applicable work — sometimes even jumping in to help operators troubleshoot real-world deployment issues. It creates this strange duality where one week you're working on a speculative 10-year-out idea, and the next you're neck-deep in production firmware because a partner needs help _today_.
It's a fascinating place to work, but it does raise an interesting question: can long-term innovation really thrive when it's so tightly coupled to a volatile and risk-averse industry? Bell Labs had Ma Bell’s monopoly cash to float moonshots. We’ve got a much leaner model, and the priorities shift accordingly. Sure, we've got Comcast in our pockets, but our R&D charter states that no one member can dominate our funding or priorities: we're split among hundreds of members and vendors, and they all seem coupled to one another economically, so if the industry takes a dip, so do we. I’d be curious how others in applied R&D spaces manage that tension between visionary research and near-term deliverables.
Here, there are no product managers, barely any formal management, and a remarkably flat structure. Most of the day-to-day work revolves around filing patents, writing papers, speaking at conferences, and building rapid prototypes that push the boundaries of what's technically possible, often years ahead of commercialization. In some ways, it feels like stepping into a time capsule of what R&D used to be: curiosity-driven, deeply technical, and untethered from the usual metrics, as opposed to today's modern R&D miasma aimed only at sand-bagging products/results to nab VC funding and then cash out.
But the catch: our funding rises and falls with the cable industry. When times are good, we explore bleeding-edge ideas in areas like low-latency transport, advanced Wi-Fi features like Wi-Fi sensing, quantum-key distribution over fiber, and next-gen access networks. When times are tight (like now), there’s a sharper focus on short-term, directly applicable work — sometimes even jumping in to help operators troubleshoot real-world deployment issues. It creates this strange duality where one week you're working on a speculative 10-year-out idea, and the next you're neck-deep in production firmware because a partner needs help _today_.
It's a fascinating place to work, but it does raise an interesting question: can long-term innovation really thrive when it's so tightly coupled to a volatile and risk-averse industry? Bell Labs had Ma Bell’s monopoly cash to float moonshots. We’ve got a much leaner model, and the priorities shift accordingly. Sure, we've got Comcast in our pockets, but our R&D charter states that no one member can dominate our funding or priorities: we're split among hundreds of members and vendors, and they all seem coupled to one another economically, so if the industry takes a dip, so do we. I’d be curious how others in applied R&D spaces manage that tension between visionary research and near-term deliverables.