I think that probably works well in larger enterprises that are intentionally separating their Research orgs from their Product orgs. So that the former isn't

I think that probably works well in larger enterprises that are intentionally separating their Research orgs from their Product orgs. So that the former isn't ultimately beholden to the same success criteria as the latter. Since the whole point of Research is that it informs future Product, not Product demanding Research. Though I've noticed an unfortunate trend where large enterprises create a Research org that isn't any such thing and is instead just an incubator for the Product org. It seems to result in sadness for both sides.