Product(Roadmapping( for(strategic(alignment( Rob$Phaal$

Transcription

1 Cambridge Product Management Network! Product(Roadmapping( for(strategic(alignment( Rob$Phaal$ Centre$for$Technology$Management,$University$of$Cambridge$ Thanks!to!our!sponsors! Topics History and concept of roadmapping, with examples Customising the roadmapping approach Fast-start workshop methods Product management context Q&A / discussion

2 Strategy and business performance About twice as many best performers (38%) use product roadmaps than do worst performers (19%). Cooper & Edgett (2009), Product innovation & technology strategy, Product Development Institute

3 2500 Business Premier Database, Beeton, D (2007) 0 Motorola Business Premier Database, Beeton, D (2007) 1991 ITRS

4 2500 Business Premier Database, Beeton, D (2007) 1997 Philips, EIRMA Business Premier Database, Beeton, D (2007) CTM research Fast-start Customisation Integration Visualisation 2005

5 Roadmaps as strategic lenses Business / strategic issue Information structure Roadmap lens Graphical style Understanding & communication Roadmapping: a general-purpose strategic lens Typical viewpoints Functional perspectives (Roadmap architecture) Roadmap framework (Supports integrated and aligned strategic and innovation planning) Time Past Short-term Medium-term Long-term Vision Knowledge types When Information types Commercial & strategic perspectives Design, development & production perspectives Technology & research perspectives Market Business Product Service System Technology Science Resources Route(s) forward Why Pull What Push How Drivers Strategy Needs Form Function Performance Solutions Capabilities Resources Key questions: 2) Where are we now 3) How can we get there 1) Where do we want to go

6 Fundamental questions Time (When) a) Why do we need to act b) What should we do c) How can we do it 2) Where are we now 3) How can we get there 1) Where do we want to go Communication roadmap display technology

7 Communication roadmap particle physics Particle physics roadmap to the future, F. Giman, SLAC Summer Institute on Particle Physics, Aug Roadmaps provide a consistent framework throughout the strategic planning / innovation process Process funnel (e.g. strategy, new product development) Market-Technology, Summary-Detail Iteration Requirements fluid Concepts fuzzy Many unknowns Many options Many assumptions Few constraints Scenarios Effort Time Requirements clear, stable Concepts clear, stable Fewer unknowns, risks understood Fewer options, greater constraints Divergent process Convergent process Explore Shape Plan Implement

8 Technology & new product development stage gate processes Cooper, 2006 SWOT (Strengths, Weaknesses, Opportunities, Threats) Roadmapping & decision support tools Innovation System Structure (taxonomy) Scaleable (hierarchy) STEEPI (Social, Technological, Economic, Environmental, Political, Infrastructural Trends & Drivers) Market Business Product Service System Technology Resources Porter s Five Forces t Foresight Technology Intelligence Scenario Linking grids Portfolio Valuation / Balanced scorecard

9 Core technology management tools Portfolio Roadmapping Cooper et al., 1998 Groenveld, 1997/2007 Martinich, 1997 Lindsay, 2000 Linkage grids ( QFD ) Roadmaps & portfolio methods

10 Roadmap structuring and prioritisation Technology Roadmap time Business / Market Product / Service / Production Technology / Resources Technology solutions Product features Business / Market drivers Product features Step 4 Step 1 Step 2 Step 3 Analysis Grids Flexibility of roadmapping Flexibility is a key strength (and challenge) of the roadmapping approach, in terms of: The wide range of aims The timeframe (past and future) Adaptable structure (layers and sub-layers) Process to develop and maintain the roadmap/s Graphical format This flexibility is constrained by the need to integrate with existing processes, tools and information sources

11 Planning (customisation checklist) Context: focus, scope, aims and resources Roadmap architecture Process Participants Workshop scheduling Integration: systems, processes & information Preparatory work Typical workshop activities Breadth & depth

12 Aligning central R&D with business innovation in global packaging firm BU General BU 3 manager (USA, Category B) BU General manager BU 4 (USA, Category C) Central Research Group (Europe) Interface managers BU 1 (Europe Region 1, Category A) BU General manager BU General manager BU 2 (Europe Region 2, Category C) Roadmapping used to align R&D portfolio with business unit innovation strategy BU General manager BU 5 (Europe Region 2, Category A) T-Plan for product-technology roadmaps To support the start-up of company-specific TRM processes To establish key linkages between technology resources and business drivers To identify important gaps in market, product and technology intelligence To develop a first-cut technology roadmap To support technology strategy and planning initiatives in the firm To support communication between technical and commercial functions

13 Standard process: 4 half-day workshops Workshop 1 Market Workshop 2 Product Workshop 3 Technology Workshop 4 Roadmapping Performance dimensions Market / business drivers Prioritisation SWOT Gaps Product feature concepts Grouping Impact ranking Product strategy Gaps Technology solutions Grouping Impact ranking Gaps Linking technology resources to future market opportunities Gaps Setting up the process Managing the process Following on from the process Roadmapping process benefits Facilitate development and integration of new technology Support for strategy and planning processes Identify new business opportunities for exploiting technology Provide top level information on the technological direction Support communication and co-operation Identify gaps in market and technical knowledge Support sourcing, resource allocation, risk management and exploitation decisions