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Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
Dr Robert Phaal - Technology roadmapping: a case study
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Dr Robert Phaal - Technology roadmapping: a case study

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Technology roadmapping: a case study …

Technology roadmapping: a case study
Best Practice Workshop: Technology Roadmapping
Brno, 5 February 2013
Dr Robert Phaal (Centre for Technology Management)

Published in: Business, Technology
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  • 1. Best Practice Workshop: Technology Roadmapping Brno, 5 February 2013 Technology roadmapping: a case study Dr Robert Phaal Centre for Technology Management Domino Printing Sciences (Dr Rick Mitchell, Technical Director of Domino)
  • 2. Topics • Overview of Domino Printing Sciences • Domino’s need for a Technology Planning Process • Using the Fast-start-up process • Keeping it going • Lessons learned
  • 3. Domino organisation Holding Company Business Units Corporate Functions Sales Channels Manufacturing Operations Domino Business Units • Product Identification • Commercial Printing • Laser Coding and Marking • Outer Case Coding
  • 4. The need for a strategy process • Business Planning System in place (1,3,10 years) • Lacked clarity on the product need to achieve the strategies - Commercial unclear what they could rely on. - Technical unclear what would be required. • How to manage the dialogue? • All aware that effective innovation needs time….. The Innovation Trap • Time to Market is key. Minimum time between start of the project and the product launch. • Innovation is inherently risky…. • Risk means DELAY. ……….Or incredible luck…. • So: No innovation during product development
  • 5. Why roadmapping? • It suits our company. Everyone talks about products • Provides clear justification and prioritisation for projects • Clarifies what can really be achieved. • A communication tool, linking technical and commercial Roadmapping in Domino Need for better productTechnology planning “Seek Advice” Seminar by Rob Phaal, David Probert and Clare Farrukh Product Identification Laser Outer Case Coding C.P. Draft Road Map PI Start- Road Map 1 Wait until ready Wait until ready up Market Research Road Map 2 Road Map 1 Road Map 1 Road Map 1 Revision Road Map 2 Road Map 2 Road Map 2 Road Map 3 process
  • 6. Roadmap input development Rank cells for impact Product Feature Concepts Product Feature Concepts Market / Business Drivers Technology capabilities Rank cells for impact Technology Roadmap Prioritisation (P): 7 3 0 2 6 5 1 8 10 8 9 5 (out of 10) Company Market D. Business Driver 4 C. Business Driver 3 10. B. Business Driver 2 A. Business Driver 1 8. Market Driver 8 7. Market Driver 7 6. Market Driver 6 5. Market Driver 5 4. Market Driver 4 3. Market Driver 3 2. Market Driver 2 Product Feature Concepts 1. Market Driver 1 Score = Market / Business Drivers ticks x P =1 =2 =3 X=-1 (N) = normalised Score Market Company 1 (N) 0 25 (N) 4 2. Feature Area 2 16 4 39 6 3. Feature Area 3 15 4 35 5 1. Feature Area 1 ? 4. Feature Area 4 ? X 20 5 37 6 5. Feature Area 5 ? ? 40 10 18 3 6. Feature Area 6 ? 16 4 31 5 7. Feature Area 7 32 8 36 6 8. Feature Area 8 8 2 9 1 35 9 27 4 20 5 65 10 23 6 33 5 9 2 27 4 36 9 59 9 X 9. Feature Area 9 X X 10. Feature Area 10 11. Feature Area 11 12. Feature Area 12 13. Feature Area 13 X X
  • 7. Product Development Year 1 Year 2 Year 3 Year 4 Year 5 Service 2 Service 1 Equip. 1 Service 3 Equipment 2 Product Fenix 3 3 gen. 2 Product 3 gen. 1 Equipment 3 Product 2 gen. 1 Product 2 gen. 3 Product 2 gen. 2 Component 2 Equipment 4 Eq. 5 Equip. 6 Component 1 Product 1 gen. 1 gen. 3 gen. 2 Product 1 gen. 2 Programme A Product 1 gen. 3 2 1 gen. 4 3 Research Programmes Prog. B Key Prog. D Prog. C Prog. E Key Prog. F Prog. G Prog. H Prog. I Key Prog. J Core Prog. K Core Prog. L Core Prog. M Year 2 Product Development Year 1 Year 3 Year 5 Equipment 1 & Services Equipment 3 Product 2 gen. 1 Product 2 gen. 2 Product 2 gen. 3 Eq. 5 gen. 2 Comp. 1 Product 1 gen. 1 gen. 2 Programme A gen. 3 2 1 Product 1 gen. 4 3 Prog. B Research Programmes Year 4 Prog. H Prog. I Prog. I Core Prog. K Core Prog. M Core Prog. N Special Proj. I Special Proj. 2 gen. 5
  • 8. Review the roadmap regularly • Because…. • The world and our understanding change • The act of reviewing : - Reminds us where we are going - Brings new colleagues in - Deepens commitment - Deepens understanding ….and may make us change our view…. Feature development with time FEATURES T1 T2 A B C D E F TIME
  • 9. Kano model - features & satisfaction Customer Satisfaction = Σ[ Satisf(Excite) + Satisf(Perf) + Satisf(Basic)] Customer satisfaction Delight Excitement needs (Seldom expressed: new to the world) Performance needs (Generally expressed. e.g. miles per gallon) Immediate happiness Poor Not unhappy Degree of feature implementation Good Basic needs (hygiene) (Not always expressed. e.g. safety, car will start, food non-poisoned) Disappointed Source: Noritaki Kano Year 3 Year 4 Year 5 Year 6 Year 7 BUSINESS Services Product Line 1 Product Line 2 Dev’t Product Line 2, gen. 2 PRODUCTS Product Line 3 Dev’t Product Line 3, variant b Dev’t Product Line 4 Dev’t Product Line 4, variant b Dev. 1 Dev’t Dev’t Dev. 3 Dev. 2 Study 1 Prog. 1 Dev’t Study A Perf. x Perf. y Study B Prog. 2 Prog. 5 Prog. 6 Prog. 7 PL 4, platform Perf. z OEM product TECHNOLOGIES Prog. 3 Prog. 4 PL 4, gen 2 Dev’t Dev. 4 Performance w PL 4, v d Product Line 4, variant c Prog. 8 Prog. 9 Prog. 10
  • 10. Year 3 Year 4 Year 5 Benefit 1 Benefit 2 Benefit 3 Benefit 4 FEATURES Benefit 5 Benefit 6 Benefit 7 PLServices b 4, var. PL 4 Year 6 Year 7 Benefit 8 Benefit 9 Benefit 10 Benefit 11 PL 4, var. c PL 4, gen. 2 Benefit 12 BUSINESS PL 4, platform Product Line 1 Feature 1 …………………. Feature 1 …………………. a ??? ??? Product Line 2 ………………….. ………………….. ………………... b Dev’t Product Line 2, gen. 2 bb-…………………. ………………….. ……………….. Product Line 3 ??? ………………… b……………….. ??? …………………. bPRODUCTS ………………... Feature 3 Dev’t …………………. Dev’t Feature 4 Dev’t c ………………… c+++ ……………….. c++++ ………………... d c+ c++ Product Line 3, variant b ………………….. ……………….. Product Line 4 d+ d++ Product Line 4, variant b d++ d++ Dev’t …………………. 1 ………………... Dev. ………………….. Dev’t ……………….. Feature Dev. 2 5 …………………. Dev. 3 e+ …………………. Dev. 4 e++ ………………. Dev’t e+++ ……………….. Dev’t PL 4, v d ……………….. 4, variant c …………………. Product Line Feature 6 …………………. e ……………….. Study 1 f f+ Perf. x Performance w …………………. …………………. Prog. 1 Study A Feature 7 g Prog. 2 …………………. ………………….. Prog. 4 Feature 8 …………………. Feature 9 …………………. Feature 10 h Prog. 6 Study B g+ Prog. 3 …………………. h+ ………………. Prog.…………………. 7 i i+ Prog. 9 …………………. …………………. j J- e+++PL 4, gen 2 ………………... PL 4, platform f+ f+ f+ Perf. y Perf. z OEM product ………………... ………………... ……………….. g++ g+++ ……………….. Prog. 5 ………………. h++ h+++ h++++ Prog. 8 ……………….. i+ ……………….. J-Prog. 10 ……………….. i++ ………………... J--- ………………... i+++ …………………. J+- g++++ TECHNOLOGIES ………………... Lessons learned #1 1. Roadmapping and the Fast Start process worked for us. 2. Different benefits and problems for each SBU/product line. 3. It’s hard work : so - The company must be ripe for it - Management commitment vital. 4. Owner/facilitator very desirable.
  • 11. Lessons learned #2 5. Group working vital . . .But not sufficient 6. Creating the map requires some modest creativity by one or two people 7. The result is always out of date A moving target • A Roadmap is not an Ordnance Survey or Road Atlas - It is an explorer’s sketch map combined with a battle plan • The view will change by the time you get to the next hill. • “No battle plan survives the first contact with the enemy” • Review the plan regularly and expect to change it
  • 12. The test of a roadmap is not whether you follow it, but whether it is helpful in deciding what to do next Three core tools (towards a generic scalable toolkit) The ‘pencil’ example
  • 13. ‘Pencil’ Linkage Grid example Commercial & strategic perspectives Writing, Aesthetics, Status Growth, Capability Why? Customer & Consumer drivers, wants, needs, benefits; Business strategy, targets Design, development & production perspectives Marking, Ergonomics, Decoration Quality, Delivery Technology, research and resource perspectives How? Technology, Science & Resource solutions, capabilities, disciplines, infrastructure, partners Materials, Processes, Logistics ICT, Suppliers What? Product, Service & System form, functions, features, performance ‘Pencil’ Linkage Grid example – Option level Commercial & strategic perspectives Writing, Aesthetics, Status Growth, Capability Why? Customer & Consumer drivers, wants, needs, benefits; Business strategy, targets Design, development & production perspectives Marking, Ergonomics, Decoration Quality, Delivery What? Product, Service & System form, functions, features, performance Technology, research and resource perspectives How? Technology, Science & Resource solutions, capabilities, disciplines, infrastructure, partners Materials, Processes, Logistics ICT, Suppliers
  • 14. ‘Pencil’ Linkage Grid example – Portfolio level Commercial & strategic perspectives Customers Competitors Business Why? Customer & Consumer drivers, wants, needs, benefits; Business strategy, targets Design, development & production perspectives Pencil Pen Stylus Services Technology, research and resource perspectives How? Technology, Science & Resource solutions, capabilities, disciplines, infrastructure, partners Technology platforms Resources What? Product, Service & System form, functions, features, performance ‘Pencil’ Roadmap example – Option level t Writing Aesthetics Status Growth Capability Marking Ergonomics Decoration Quality Delivery Materials Production Logistics ICT Suppliers
  • 15. ‘Pencil’ Roadmap example – Portfolio level t Customers Competitors Business Pencil Pen Stylus Services Technology platforms Resources ‘Pencil’ Portfolio Matrix example – Portfolio level Priority & Balance
  • 16. ‘Pencil’ Portfolio Matrix example – Option level Priority & Balance Align , Link and Sync Portfolio level Option level
  • 17. T-Plan process 1 S-Plan process 1a 2b 3 1b 2a
  • 18. S-Plan vs T-Plan ‘fast-start’ workshop methods Level Portfolio Landscape 1a 1c Option 1b Time Topic 2 S-Plan T-Plan Thank you Questions?

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