Two major aspects of the difficulty of implementing O.R. results are described: first, the difficulty in assessing the cost of implementation; and secondly, difficulties in successful performance of this phase. It is argued that O.R. should be approached as a continuum of effort, starting with basic research and leading up to implementation or development. This process is described as the Operations Research and Development Process. A procedure for establishing an OR&D program and criteria for initial project selection are described. It is suggested that the projects making up a program, in OR&D be packaged and scrutinized regularly for their contributions to the objectives of the organization. It is stated that such an approach will increase the utility and effectiveness of operations research without destroying its research nature. Further, procedures for developing an operations research program and pre-planning the implementation phase exist and can be applied. It is suggested that the ability to effectively implement operations research results may have a most important bearing on our national economic well-being, as well as on the competitive position of individual industrial organizations. It is suggested that the O.R. group and individuals that face up to the challenge of defining a program through the implementation phase, securing management's continuing review and participation in defining and supporting the OR&D program, will find that a greater percentage of projects will produce meaningful results.