The danger with integrating research as part of day-to-day development is that you might not end up with groundbreaking or disruptive innovation. The problem is that forces which are controlling day-to-day work are essentially controlled by value network of the company (social and technical resources within and between businesses) and constrained by resources, values, and processes of the company. So, there is a danger of missing inventions which will replace the current (profitable) way do doing things (i.e., start Groupon kind of business model, or Twitter, or Facebook).<p>However, I also 100% agree that having pure "research labs" is not effective: in many cases some great idea from research arm are just forgotten.<p>Clayton Christensen wrote a few books on this topic (and I am a very big fan of Clayton Christensen's work).<p>I would like to also mention that Google is not the only company which has this approach: it seems to me that majority of companies in Silicon Valley operate like this (I don't think Facebook has "research labs", but they do invent things).