Roadmapping Overview <ul><li>Outline </li></ul><ul><li>What is Roadmapping? </li></ul><ul><li>Comments on Successful Roadm...
Roadmaps and Roadmapping <ul><li>A Roadmap  </li></ul><ul><ul><li>is the view of a group of how to get where they want to ...
Types of Roadmaps  * <ul><li>Science and Technology Roadmaps </li></ul><ul><ul><li>ONR, Bibliometric methods </li></ul></u...
Product Technology Roadmaps <ul><li>Disciplined, Focused, Multi-year, Business Planning Methodology </li></ul><ul><ul><li>...
Product Technology Roadmap  Research, Manufacturing, Supply Line SOFTWARE Competitor 1
Why Roadmap? / Roadmapping Objectives <ul><li>Roadmapping is just  good planning , with a heavy dose of technology (not ju...
Successful Roadmapping Creating the Roadmap Roadmap Content R&D Business Units Others ... Using The Roadmaps Three distinc...
Summary of MATI I Findings on Roadmapping <ul><li>Product-Technology Roadmapping is best introduced when: </li></ul><ul><u...
<ul><li>Top Down Commitment </li></ul><ul><ul><li>Business Leader Support </li></ul></ul><ul><ul><li>Use Product Technolog...
<ul><li>Intensive   -  Short term attack strategy </li></ul><ul><ul><li>Prompted by new business start, major strategic ch...
Roadmap Development Process Business Strategy Value Proposition <ul><li>Product Strategy </li></ul><ul><li>Evolution plan ...
1. Market and Competitive Strategy <ul><li>Clarify and document strategy and goals </li></ul><ul><li>Incorporate customer ...
Step 1: Business Strategy & Value Proposition Identify possible market drivers Refine into  customer  drivers: *  Based on...
2. Product Strategy <ul><li>History and projection in key product attributes </li></ul><ul><li>Experience curves set targe...
Step 2: Product Strategy Identify possible Product Drivers Minimize set (impact on Customer Drivers) Ours & Competitor his...
CUSTOMER PRIORITIES DRIVE ROADMAPS
PRODUCT DRIVERS <ul><li>DEFINITION: </li></ul><ul><li>Product drivers are the critical product attributes that customers m...
Semiconductor Memory (DRAM) 1997 National Technology Roadmap for Semiconductors 1964 1984 1994 2004 2014 1974 10 -5 10 -6 ...
Wireless Terminals  Experience Curves
3. Technology Strategy <ul><li>Planned technology changes, and when they will be introduced into products </li></ul><ul><l...
Step 3: Technology Strategy List key Product Drivers Identify core tech. (impact on Product Drivers) What technologies are...
Step 4: Verify Roadmap Meets Financial Objectives Business Strategy Product Strategy . Technology Strategy Business Case E...
Central Roadmapping Support <ul><li>Deploy </li></ul><ul><li>Integrate </li></ul><ul><li>Teach </li></ul><ul><li>Cross Roa...
Roadmaps and  Technology Strategy       . . .       . . . CTO’s Common Template Best Practices Roadmaps Common...
Roadmaps and Roadmapping <ul><li>Discipline &   Foc us </li></ul><ul><li>Learning & </li></ul><ul><li>Communications </li>...
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'Roadmapping Overview" - R.Albright

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  • This is a very general definition of a roadmap, but it captures the essence of purpose of roadmapping -- developing a common view among a team of people about their future and what they want to achieve in that future. The roadmap helps the group make sure that the capabilities (such as technologies and skills) will be ready when they are needed in the future. The roadmap helps identify gaps in a plan. Roadmapping is a learning process for a group, in that they discover gaps and new directions. It helps the group develop a common language among its members, improving communication among the group members. A roadmap also helps the group communicate its vision and plan with others as well. The italicized words are the “Bumper Stickers of Roadmapping.”
  • This chart shows some of the many roadmap applications. Roadmaps are used for many purposes, and a taxonomy of roadmap applications would be helpful. There are a large number of industry roadmaps, the most well-known of which is the SIA Semiconductor Roadmap. This roadmap has been produced by people in the semiconductor industry at two year intervals for several editions. The best people come together to build of view of where semiconductor technology is going, then they go back to their companies and try to beat it. The roadmap drives the industry, as everyone knows they must not fall far behind the roadmap or risk falling behind in business. Several other industry gorups have attempted to emulate the SIA success, for example NEMI (National Electronic Manufacturers Institute) in component roadmaps, the aluminum industry, the glass industry. Government organizations are major users of roadmaps, helping to align government agencies and suppliers to a common view. In industry, Motorola has been a key proponent of technology roadmaps for product line planning, with an often cited paper from 1987. Several other companies, such as Hewlett Packard use roadmapping processes in their planning. Capability roadmaps are often used in industrial organizations to make sure manufacturing or component resources will be in place when they will be needed. Finally, at Lucent Technologies, we have coined the term “Product Technology Roadmap to indicate the strong integration that we are seeking between product direction and technology planning. We are driving product line teams to develop integrated plans.
  • 2 This chart outlines some key thoughts about Product Technology Roadmapping at Lucent Technologies. Roadmapping is just good planning. The idea is to link market strategy based on customer drivers and competitive position to product family plans, technology evolution, manufacturing and supply line requirements. The roadmap can help communicate direction and improve linkage to research organizations, work in standards bodies and planning for intellectual property (patents). The roadmap helps build communication and learning across functional disciplines as well.
  • This viewgraph depicts the entire roadmap package. It also shows the process at a high level. The arrows show a dominant information flow from the upper left of the viewgraph, but the actual process is iterative. The process generally starts in the upper-left hand corner with the business drivers. This market and competitive information sets the stage for the product plan, which includes features, cost targets, and release dates. The technology roadmap breaks the product into pieces, describing the technology trends for each one and prioritizing them. Much of the roadmapping process consists of iterations between the technology roadmap and the product roadmap, closing the gaps between what features are needed by the market and what is available from technologies. To the right are supporting roadmaps covering details of the technology plan. These cover all types of technologies important to the business, including components, manufacturing processes, software, development tools, training, service and distribution. After these pages are populated, the team looks for gaps and misalignments in the package. It then identifies attack technologies -- those areas where the group intends to invest to obtain a competitive advantage.
  • This chart summarizes some things we’ve learned about roadmapping over the last few years.
  • That was nice, but given how much time was spent talking to people in all these groups, there must be other insights from the research. We grouped them into three interesting and distinct categories of findings.
  • The first four factors provide motivation to do the work and a good fit with the roadmapping tools. If they are not present, some changes should be made to improve the odds for success. These are lessons learned from the research study of roadmapping in several organizations.
  • 10/98
  • 10/98
  • This viewgraph depicts the entire roadmap package. It also shows the process at a high level. This process is described below, but be aware that the process is iterative, and not as simple or direct as shown in this viewgraph. The process generally starts in the upper-left hand corner with the business drivers. This market and competitive information sets the stage for the product plan, which includes features, cost targets, and release dates. The technology roadmap breaks the product into pieces, describing the technology trends for each one and prioritizing them. Much of the roadmapping process consists of iterations between the technology roadmap and the product roadmap, closing the gaps between what features are needed by the market and what is available from our technologies. To the right are supporting roadmaps covering details of the technology plan. These should cover all types of technologies important to the business, including components, manufacturing processes, software, development tools, training, service and distribution. After these pages are populated, the team looks for gaps and misalignments in the package. It then identifies attack technologies -- those areas where Lucent intends to invest to obtain a competitive advantage.
  • These driver charts will dominate Quantum exercise. Linkage between business strategy and technology plan. Have other parts to product plan...
  • 10/98 In next 3 slides we’ll show an example of how Motorola successfully targeted and implemented a strategy Note Icon and section (Requirements) We can evaluate and target our drivers using Experience Curves (note chess slide example) Explain Log scale and 70% slope (more later) In this case we use Experience Curves to set price/cost targets (For Analog Handsets, Motorola had a price leadership)?  What were some other key drivers?
  • We’ve found that a central organization helps get roadmapping deployed within a business. The roles: Deploy roadmaps . Create and maintain templates for the roadmap and roadmapping process. Provide facilitation services for teams through the roadmapping process. Integrate roadmaps . Help integrate roadmapping with other strategic and business planning processes in the corporation. Work with other planning organization to make sure roadmaps contribute to resource allocation, strategic and business planning processes. Teach roadmapping . We’ve found that having individuals and teams work through a case helps their understanding of the process, so we’ve developed a case-based workshop in which students work in teams to develop a strategy and roadmap for a business. On occasion, we’ve also created special cases for kicking off team roadmapping processes. Cross Roadmap Planning . With a sufficient number of roadmaps available in a corporation, we can bring several related roadmaps together to look for common technology areas, key areas for sharing of technology, and identification of gaps and overlaps among businesses.
  • In a multibusiness corporation, the CTO’s of each business can use roadmaps across the business to look for common technology needs for acquisition, reviews of roadmaps by knowledgeable researchers, development of a technology portfolio, and to develop positions and strategy for standards and intellectual property.
  • 10/98 2
  • 'Roadmapping Overview" - R.Albright

    1. 1. Roadmapping Overview <ul><li>Outline </li></ul><ul><li>What is Roadmapping? </li></ul><ul><li>Comments on Successful Roadmapping </li></ul><ul><li>Roadmap Development Process </li></ul>International Technology Management October 28, 1999 Richard E. Albright Technology Office Bell Laboratories Lucent Technologies [email_address] We make the things that make communications work
    2. 2. Roadmaps and Roadmapping <ul><li>A Roadmap </li></ul><ul><ul><li>is the view of a group of how to get where they want to go or achieve their desired objective. ( Discipline ) </li></ul></ul><ul><ul><li>helps the group make sure the capabilities to achieve their objective are in place at the time needed. ( Focus ) </li></ul></ul><ul><li>Roadmapping </li></ul><ul><ul><li>is a Learning process for the group. </li></ul></ul><ul><ul><li>is a Communication tool for the group. </li></ul></ul>
    3. 3. Types of Roadmaps * <ul><li>Science and Technology Roadmaps </li></ul><ul><ul><li>ONR, Bibliometric methods </li></ul></ul><ul><li>Industry & Government Roadmaps </li></ul><ul><ul><li>Semiconductor (SIA), NEMI Component Roadmaps </li></ul></ul><ul><ul><li>Aluminum Industry, Glass Industry, </li></ul></ul><ul><li>Corporate Roadmaps </li></ul><ul><ul><li>Product Roadmaps </li></ul></ul><ul><ul><li>Manufacturing Roadmaps </li></ul></ul><ul><ul><li>Component Roadmaps </li></ul></ul><ul><ul><li>Product Technology Roadmaps </li></ul></ul>* Roadmaps can represent the need, current/planned capabilty or both The National Technology Roadmap for Semiconductors (1997) Identify or Set a Future Direction Coordinate Execution Set Direction Coordinate Execution Portfolio Management Key Objectives: 10 -4 10 -5 10 -6 10 -7 10 -3
    4. 4. Product Technology Roadmaps <ul><li>Disciplined, Focused, Multi-year, Business Planning Methodology </li></ul><ul><ul><li>Driven by Market Strategy (Customers & Competition) </li></ul></ul><ul><ul><li>Drives </li></ul></ul><ul><ul><ul><li>Product Families </li></ul></ul></ul><ul><ul><ul><li>Manufacturing & Supply Line Requirements </li></ul></ul></ul><ul><ul><ul><li>Linkage </li></ul></ul></ul><ul><ul><ul><ul><li>Research </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Standards </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Intellectual Property </li></ul></ul></ul></ul><ul><li>Concise, Cross-Functional Vehicle </li></ul><ul><ul><li>Learning </li></ul></ul><ul><ul><li>Communications </li></ul></ul>
    5. 5. Product Technology Roadmap Research, Manufacturing, Supply Line SOFTWARE Competitor 1
    6. 6. Why Roadmap? / Roadmapping Objectives <ul><li>Roadmapping is just good planning , with a heavy dose of technology (not just an afterthought). </li></ul><ul><li>Roadmaps link business strategy and market data with product and technology decisions using a series of simple charts. </li></ul><ul><li>Roadmaps highlight gaps in product and technology plans. </li></ul><ul><li>Roadmaps prioritize investments based on drivers. </li></ul><ul><li>Roadmapping results in better targets : more competitive and more realistic. </li></ul>
    7. 7. Successful Roadmapping Creating the Roadmap Roadmap Content R&D Business Units Others ... Using The Roadmaps Three distinct parts ... … all must be addressed for roadmapping to work. Stupid conference table clipart locks up printer
    8. 8. Summary of MATI I Findings on Roadmapping <ul><li>Product-Technology Roadmapping is best introduced when: </li></ul><ul><ul><ul><li>1. Product is important (growth, profit, strategic) </li></ul></ul></ul><ul><ul><ul><li>2. Sustained trends exist in technologies and drivers </li></ul></ul></ul><ul><ul><ul><li>3. Product is threatened (and they realize it!) </li></ul></ul></ul><ul><li>Don’t automate too much: </li></ul><ul><ul><li>The challenge of roadmapping is organizational, not technical. Allow the politics, negotiation, and interaction to occur in person. </li></ul></ul><ul><li>Be compelling : Highlight the relevant and important items for the target audience, otherwise roadmaps will be ignored. </li></ul><ul><li>Show risk on roadmaps or be careful how much detail is shared … but still set aggressive targets. Readers assume that roadmap content is “certain.” </li></ul><ul><li>Avoid metrics that reward “going through the motions.” </li></ul><ul><li>Customize output to allow sharing and circulation. </li></ul>
    9. 9. <ul><li>Top Down Commitment </li></ul><ul><ul><li>Business Leader Support </li></ul></ul><ul><ul><li>Use Product Technology Roadmaps to manage the business. </li></ul></ul><ul><li>Bottom Up Commitment </li></ul><ul><ul><li>Core team must see the value in supporting the process </li></ul></ul><ul><ul><li>They must have confidence that the roadmaps will be used long term </li></ul></ul><ul><ul><li>Don’t get hung up at the roadblocks </li></ul></ul>Conditions for Success Requires both:
    10. 10. <ul><li>Intensive - Short term attack strategy </li></ul><ul><ul><li>Prompted by new business start, major strategic change or new competitive threat </li></ul></ul><ul><ul><li>Multidiscipline team meet several times to “complete” roadmap (and make strategic decisions) </li></ul></ul><ul><li>Part of BU Fabric - Culture driven </li></ul><ul><ul><li>Develop and maintain roadmaps as part of periodic team meetings (e.g. review a template per meeting) </li></ul></ul><ul><ul><li>Review roadmaps periodically at BU-VP level </li></ul></ul><ul><ul><li>Use roadmaps to monitor and run ongoing business </li></ul></ul>Styles of Roadmapping
    11. 11. Roadmap Development Process Business Strategy Value Proposition <ul><li>Product Strategy </li></ul><ul><li>Evolution plan </li></ul><ul><li>Customer value </li></ul><ul><li>Diff. from Comp. </li></ul><ul><li>Technology </li></ul><ul><li>Strategy </li></ul><ul><li>Attack technologies </li></ul><ul><li>IP strategy </li></ul>Step 1 Step 2 Step 3 Step 4 Note: shaded items end up in roadmap templates The Goal : Develop a consistent, linked business , product and technology strategy. Identify Business Strategy & Value Proposition Develop differentiating Product Strategy Develop linked Technology Strategy Verify strategy meets financial objectives
    12. 12. 1. Market and Competitive Strategy <ul><li>Clarify and document strategy and goals </li></ul><ul><li>Incorporate customer feedback </li></ul><ul><li>Provide competitive information </li></ul><ul><ul><li>Competitive advantages </li></ul></ul><ul><ul><li>Competencies </li></ul></ul><ul><ul><li>Strategic goals </li></ul></ul><ul><ul><li>Value proposition </li></ul></ul><ul><li>Identify markets and targeted segments </li></ul><ul><li>Market shares and growth </li></ul>
    13. 13. Step 1: Business Strategy & Value Proposition Identify possible market drivers Refine into customer drivers: * Based on customer perception (customer survey) * Identifies critical few drivers which make up buying decision * Identifies weightings in buying decision * Rates Lucent relative to competitors (e.g. CVA data) What do we have? Strengths/Weaknesses Mkt sh., Core Competencies What is the Addressable Market? BUSINESS STRATEGY VALUE PROPOSITION <ul><li>Templates: </li></ul><ul><li>Competitive strategy & differentiation </li></ul><ul><li>Market Growth & Share </li></ul>Identify Scope of Roadmap (what products or markets over what timeframe) Who are the customers? Who are the competitors? What is their mkt share, strengths/weaknesses CC, Value prop. & strategy?
    14. 14. 2. Product Strategy <ul><li>History and projection in key product attributes </li></ul><ul><li>Experience curves set targets </li></ul><ul><li>Most critical product attributes </li></ul><ul><li>Link product and technology plans to customer and competitive drivers </li></ul><ul><li>Prioritize investments </li></ul><ul><li>Clarify product release plan </li></ul><ul><li>Trends in price, cost and features </li></ul><ul><li>Evolution of product features </li></ul>Product Evolution Plan Product Roadmap
    15. 15. Step 2: Product Strategy Identify possible Product Drivers Minimize set (impact on Customer Drivers) Ours & Competitor history & current position Prioritize (Cust. importance, our capability, business strategy) Est. Comp. trend Set targets Driver Weightings Business Strategy <ul><li>Product Strategy </li></ul><ul><li>Evolution plan </li></ul><ul><li>Customer value </li></ul><ul><li>Diff. from Comp. </li></ul>KEY PRODUCT DRIVERS (differentiators) <ul><li>Templates: </li></ul><ul><li>Experience curves </li></ul><ul><li>Product attributes and drivers </li></ul><ul><li>Product roadmap </li></ul><ul><li>Product Evolution Plan </li></ul>
    16. 16. CUSTOMER PRIORITIES DRIVE ROADMAPS
    17. 17. PRODUCT DRIVERS <ul><li>DEFINITION: </li></ul><ul><li>Product drivers are the critical product attributes that customers make their buying decision on. They are usually measurable or quantitative in nature and are derived from customer drivers. The selection or prioritization of product drivers forms the essence of your “strategic choice”. </li></ul><ul><li>PURPOSE </li></ul><ul><li>Identify and communicate most critical product attributes </li></ul><ul><li>Link product and technology plan to customer drivers </li></ul><ul><li>Prioritize investments, set long-term targets and determine technology leadership strategy </li></ul><ul><li>INPUTS </li></ul><ul><li>Industry history from product announcements (ours and competitors’) </li></ul><ul><li>Experience curve reference lines </li></ul><ul><li>Business and technology strategies </li></ul><ul><li>OUTPUTS </li></ul><ul><li>Identify trends </li></ul><ul><li>Identify Lucent’s position to Best Other Vendor (BOV) </li></ul><ul><li>Long-term targets established </li></ul><ul><li>ISSUES </li></ul><ul><li>Targets and preliminary driver prioriti-zation can be set up front, but feasibility must be determined through iteration with product and technology plans. </li></ul><ul><li>Use experience curves to set targets: 70% slope for leadership usually </li></ul>
    18. 18. Semiconductor Memory (DRAM) 1997 National Technology Roadmap for Semiconductors 1964 1984 1994 2004 2014 1974 10 -5 10 -6 10 -7 Experience Curve Time Trend 64 74 84 94 <ul><li>The technology driver for all electronic industries </li></ul><ul><li>Repeated, significant changes in product and technology: 4 bit --> 4 Megabit/chip --> ... </li></ul><ul><li>“ Moore’s Law” used to coordinate the many players in industry </li></ul>70% Slope Average Selling Price (cents/bit) Cum volume (DRAM bits)
    19. 19. Wireless Terminals Experience Curves
    20. 20. 3. Technology Strategy <ul><li>Planned technology changes, and when they will be introduced into products </li></ul><ul><li>Prioritize technology investments </li></ul><ul><li>Research and development plans </li></ul><ul><li>Planned technology trends, grouped by drivers </li></ul><ul><li>Importance, competitive position, source and funding status </li></ul>
    21. 21. Step 3: Technology Strategy List key Product Drivers Identify core tech. (impact on Product Drivers) What technologies are you investing in? (align to drivers) Identify possible tech. investments & when available in product Determine tech. importance & competitive position Product Strategy <ul><li>Tech. Strategy </li></ul><ul><li>Attack tech. </li></ul><ul><li>IP Strategy </li></ul>Technology Roadmap Identify technology source/commitment <ul><li>Templates: </li></ul><ul><li>Technology Roadmap </li></ul><ul><li>Forward costing model </li></ul><ul><li>Manufacturing drivers </li></ul><ul><li>Manufacturing Roadmap </li></ul><ul><li>Technology Attack Strategy </li></ul>
    22. 22. Step 4: Verify Roadmap Meets Financial Objectives Business Strategy Product Strategy . Technology Strategy Business Case Expected Share of Market Dev. $, time, risk Prod. perf. & cost
    23. 23. Central Roadmapping Support <ul><li>Deploy </li></ul><ul><li>Integrate </li></ul><ul><li>Teach </li></ul><ul><li>Cross Roadmap Planning </li></ul><ul><ul><li>Technology and Business Strategy </li></ul></ul>Central Support Role in a Multi-Business Corporation:
    24. 24. Roadmaps and Technology Strategy       . . .       . . . CTO’s Common Template Best Practices Roadmaps Common Technology Needs Technology Acquisition Strategy CTO’s Research Reviews Technology Portfolio Standards, Intellectual Property For Technology Strategy, the CTO’s Role: Business Units
    25. 25. Roadmaps and Roadmapping <ul><li>Discipline & Foc us </li></ul><ul><li>Learning & </li></ul><ul><li>Communications </li></ul>Summary “ Where’s the Roadmap? Can I see it? Am I on it? “ “ If it’s not on the Roadmap it doesn’t get funded! “
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