Throughout the five identified R&D generations, the complexity of R&D has continually expanded. Drivers have been, the need to take more aspects into account, the demand to cooperate and interact with more actors outside the traditional R&D departments, and the necessity of efficient and effective commercialization. Apart from this evolution, a more radical shift is predicted, one moving back to the roots of the corporate research labs. The labs as such are not to resurface. The new set of approaches are a broader multi-technology base for high-tech products and a more distributed technology sourcing structure. There will be a palette of technology-sourcing strategies available, e.g. internal corporate venturing, independent research groups or networks, and internally driven R&D. The sixth generation of R&D management is expected to re-focus the research part, and to enlarge and enhance the capabilities by connecting to loosely tied multitechnology research networks. The pursuit of breakthroughs will take on other organizational approaches and open up for new players in the arena. In short, "chance favors only the prepared mind".