Kalypso Strategic Roadmapping Deck Mar Webinarv4


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Kalypso Strategic Roadmapping Deck Mar Webinarv4

  1. 1. Strategic Roadmapping Pamela Soin Brian Sharp Kalypso
  2. 2. Agenda <ul><li>Kalypso introduction </li></ul><ul><li>What value does Roadmapping bring to your organization? </li></ul><ul><li>How do Best Performers utilize Roadmapping? </li></ul><ul><li>Roadmapping Case Example </li></ul><ul><li>The path forward – best practices to charge ahead </li></ul>
  3. 3. The Kalypso Difference 10/27/09 www.kalypso.com
  4. 4. Agenda <ul><li>Kalypso introduction </li></ul><ul><li>What value does Roadmapping bring to your organization? </li></ul><ul><li>How do Best Performers utilize Roadmapping? </li></ul><ul><li>Roadmapping Case Example </li></ul><ul><li>The path forward – best practices to charge ahead </li></ul>
  5. 5. Roadmapping is the Link Between Strategy and the Project Portfolio Oct 27, 2009 Strategic Planning Portfolio Excellence Project Management Clear Vision Market Attack Plan Which direction? Align corporate vision & business strategy Portfolio Management Pipeline Management Market, Product, & Technology Integrated Roadmaps Resource Balancing Business Strategy Product Development Excellence Stage-Gate Execution Prioritize investments to meet strategic goals Balance resources according to priorities & investment strategy Seamless project execution from concept to market Strategic Roadmapping Set product & technology plans to meet business strategy Investment Strategy Time Revenue Reward Risk
  6. 6. Roadmapping Components <ul><li>Time horizon for strategic planning (3 years, 5 years, etc) </li></ul><ul><li>Base dimensions – Information needed to solve the problem over the specified time horizon </li></ul><ul><ul><li>Markets </li></ul></ul><ul><ul><li>Product </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Regulatory </li></ul></ul><ul><ul><li>Competitor </li></ul></ul><ul><li>Milestones – Key dates or events </li></ul><ul><ul><li>Product launch, retirement </li></ul></ul><ul><ul><li>Regulation effective date </li></ul></ul><ul><li>Relationships – Dependencies between dimensions, and/or milestones </li></ul>
  7. 7. Roadmapping Translates Board Room Talk Into Pipeline Action <ul><li>Business Issue : Business leaders have set organic growth targets that today’s development pipeline cannot fulfill </li></ul><ul><li>Challenge : Where do we play and when? </li></ul>Roadmapping integrates the dimensions (market, products, technologies, etc) required for the business to develop a plan of action to meet today’s challenges…
  8. 8. Integrated Roadmaps With Relationships are a Tool for Strategic Decision Making <ul><li>Will reallocating resources on Technology 1 increase the probability of releasing Product 1 before the value of the market drops? </li></ul><ul><li>Can the release of Product 1 allow for an earlier retirement of Product 3? </li></ul><ul><li>How can the release of Product 2 be moved ahead of schedule to capture growing Market 2? </li></ul><ul><li>What products are planned to be used with Technology 2 since it impacts a strong, growing market? </li></ul>Typical questions asked during market, product, & technology strategic Roadmapping: 2016 Retire Full Launch Development $  (2015 Stabilize) Development 2012 2014 2016 2018 2010 Critical Market 1 $  (2011 Begins Decline, X% annual) Critical Market 2 $  (2011 Growing X %) 2012 Full Launch Product 1 Product 2 Development 2014 Full Launch 2013 Retire Product 3 Product 2 Technology 1 2010 Available Technology 2 Development 2014 Available Technology 2
  9. 9. Agenda <ul><li>Kalypso introduction </li></ul><ul><li>What value does Roadmapping bring to your organization? </li></ul><ul><li>How do Best Performers utilize Roadmapping? </li></ul><ul><li>Roadmapping Case Example </li></ul><ul><li>The path forward – best practices to charge ahead </li></ul>
  10. 10. Best Performers: How Do They Use Roadmapping to Realize Returns? <ul><li>Link product and technology development </li></ul><ul><ul><li>Are the right projects being worked on at the right time to meet investor expectation? </li></ul></ul><ul><li>Communicate product line strategies/platform strategies </li></ul><ul><ul><li>How do we plan new generations, retirements, upgrades, releases & pricing shifts according to market trends? </li></ul></ul><ul><li>Translate consumer insights into development activities </li></ul><ul><ul><li>Where are we not meeting customer requirements with our offerings and what actions are required? </li></ul></ul>Where do we play and when?
  11. 11. Best Performers: What They Understand About Roadmapping that the Rest Don’t <ul><li>Maps strategy into development activity </li></ul><ul><li>Process must be championed by a strategic function and maintained to realize benefit </li></ul><ul><li>Requires cross functional input across the organization </li></ul><ul><li>Integrates directly into the organization’s strategic planning cycle & portfolio reviews </li></ul><ul><li>Is not a formula that delivers an exact answer – thinking is a requirement! </li></ul>
  12. 12. Roadmapping Capabilities – an Evolution Rather than a Revolution Stage 0: Informal Role of Roadmapping as a strategic planning tool isn’t clear No distinct linkage to the Project Portfolio No clear definition of the issues roadmaps need to address No formal, consistent approach to manage base roadmaps No standardized data collection . Stage 1: Functional Enabler Roadmaps are created on a functional level for functional tactical planning Roadmaps are paper or MS office based Data collected but standard assumptions not used in all cases Roadmaps live on hard drives or shared drives No clear roles on roadmap maintenance and review exist Stage 2: Strategic Enabler A consistent, cross-functional approach is used to manage roadmaps to solve business issues & define strategy Data standardized for reliable decision making Timely reviews of integrated roadmaps exist in strategic planning cycles Roadmaps are incorporated into portfolio planning Stage 3: Leading Practice The organization actively uses roadmaps to solve business issues & define strategy into pipeline activity People, processes and a support technology are in place for quick roadmap generation to provide real-time data to make quick, informed decisions about the business Strategic Roadmapping Performance
  13. 13. Agenda <ul><li>Kalypso introduction </li></ul><ul><li>What value does Roadmapping bring to your organization? </li></ul><ul><li>How do Best Performers utilize Roadmapping? </li></ul><ul><li>Roadmapping Case Example </li></ul><ul><li>The path forward – best practices to charge ahead </li></ul>
  14. 14. Newly Integrated Business Unit Requires Go-To-Market Strategy Execution and Validation in Market <ul><li>Value Maps </li></ul><ul><li>Head-to-Head Charts </li></ul><ul><li>Value Waterfalls </li></ul><ul><li>Competitor Analysis </li></ul><ul><li>Differentiated Value Propositions </li></ul><ul><li>Partnerships or Acquisitions </li></ul><ul><li>New Bundles </li></ul><ul><li>New Service Options </li></ul><ul><li>Alternative Routes to Market </li></ul><ul><li>Novel Marketing & Sales Approaches </li></ul><ul><li>Risks & Exposures </li></ul><ul><li>Business Unit Strategy </li></ul><ul><li>Commercial Roadmap </li></ul><ul><li>Tactical Plan </li></ul><ul><li>Prioritized Activities </li></ul>Strategic Options Competitive Analytics Business Strategy
  15. 15. Commercial Roadmap Phase Determines How Business Will Meet Strategic Plan Competitive Analytics Commercial Roadmap Tactical Plan Strategic Options Objective Output Comprehensive value assessment of current and potential offers Competitive Assessment of Solution Portfolio Development of mid-to-long range business unit strategy Identification of key milestones and the time-based linkages between strategic imperatives, key initiatives and functional teams Identification and prioritization of current activities <ul><li>Definition of Key Initiatives </li></ul><ul><li>Transition & Capacity Management </li></ul><ul><ul><li>Stop doings </li></ul></ul><ul><ul><li>Start doings </li></ul></ul>Identification of most attractive strategic options <ul><li>Tactical plan to exploit options </li></ul><ul><li>Who </li></ul><ul><li>When </li></ul><ul><li>How </li></ul>Business Strategy Confirmation of strategic imperatives and key initiatives A succinct articulation of the Business Unit Strategy to drive alignment and focus across the new organization The Business Roadmap
  16. 16. Actionable 5-yr. Roadmap Documents How Business Unit Will Meet Strategic Plan <ul><li>Key technical and commercial milestones </li></ul><ul><li>Route to 1 st sale </li></ul><ul><li>Route to scale revenues and profits </li></ul>An integrated roadmap with the following dimensions was developed… Triggering events (e.g., Hurricane Ike) <ul><ul><li>Market drivers & trends (e.g., pressure from insurance companies for storm protection) </li></ul></ul><ul><ul><li>Regulations & codes </li></ul></ul><ul><ul><li>Advocacy initiatives targeted on key influencers (e.g., commercial architects, government, etc.) </li></ul></ul><ul><ul><li>Market initiatives by 3 rd parties (e.g., joint development and marketing activity with channel) </li></ul></ul><ul><ul><li>Strategic partnerships </li></ul></ul><ul><ul><li>Internal Capability Development </li></ul></ul><ul><ul><li>Product Development </li></ul></ul>
  17. 17. Key Insights Gleaned… <ul><li>The pre-existing 5 yr. sales outlook for the business was overstated by around a $100 million. </li></ul><ul><li>A key integration point was identified linking the new business unit to a team working on fundamental research within the corporation </li></ul><ul><li>Seven key milestones in 2009—most of the milestones are of a ‘go/no go’ variety and will dictate the future direction of the business unit </li></ul><ul><li>Each key milestone was assigned to a team and team leader with direct linkage to performance and compensation plans </li></ul><ul><li>Significant over-investment was identified in terms of one of the dimensions </li></ul><ul><li>Opportunity for significant project consolidation in some functional areas </li></ul><ul><li>Roadmap clarified the need to change the organizational structure of the sales and marketing team </li></ul>
  18. 18. Agenda <ul><li>Kalypso introduction </li></ul><ul><li>What value does Roadmapping bring to your organization? </li></ul><ul><li>How do Best Performers utilize Roadmapping? </li></ul><ul><li>The path forward – best practices to charge ahead </li></ul>
  19. 19. Steps to a Successful Roadmapping Implementation Select a Portion of the Organization to Pilot the Roadmapping Process 2 Determine the Base Roadmaps Required to Solve the Business Issue 3 Organize a Core Implementation Team with Executive Sponsorship 4 Determine a Solution to the Business Issue using Integrated Roadmaps 5 Initiate Roll-out of Roadmapping to the Rest of the Organization 6 Identify the Business Issue 1 Choose an Automation Tool to Enable Roadmapping Activities 8 Measure Roadmapping Process Compliance 9 Integrate Roadmapping into Strategic Planning Cycles & Portfolio Reviews 7
  20. 20. Parting Messages <ul><li>Roadmapping is evidence to build a strategy, it is not the answer </li></ul><ul><li>Link Milestones to individual performance, product development teams, and the business </li></ul><ul><li>Clearly define the problem as much as you can before you endeavor on the pilot </li></ul><ul><li>Team must be cross-department and championed by a strategic horizontal group </li></ul><ul><li>Have roles & responsibilities vetted by the pilot process before roll out </li></ul><ul><li>Enable with software only when fundamentals are instilled </li></ul>
  21. 21. Presenters & Further Information www.kalypso.com Brian leads Kalypso’s Profit Improvement Practice. His client work is focused on the integration of business strategy with value science. Brian is currently leading several large scale strategy engagements at leading global technology companies. Brian was with Lord Corporation, a high tech industrial manufacturer serving the Aerospace & Defense and Auto industries where he led their global automotive business. Prior to that, he held a variety of commercial leadership roles in Europe, Latin America and Asia with BP and Castrol. He received a BS in Chemical Engineering with a concentration in Bio-medical Engineering, from the University of Texas at Austin. For more information on Roadmapping, Value Management, or any other Kalypso Service you may contact Brian directly: Mobile: +1-919-428-4495 [email_address] Brian Sharp Practice Leader Pamela’s main focus at Kalypso is in Strategic Planning and Product Lifecycle Management. Pamela has served clients in the Medical-Device, Discrete, Hi-Tech and Consumer Package Goods industries. Her main expertise is in Project Portfolio Management Design & Implementation for tele-com, specialty chemical, bio-tech, and healthcare. Her other areas of expertise are in: Strategic Roadmapping, IP Commercialization, Product Lifecycle & Product Data Management, and Lean Manufacturing.   Prior to joining Kalypso, Pamela worked for Ingersoll-Rand Company as a Lean Manufacturing Leader for manufacturing plants. Pamela has a BS in Industrial Engineering from North Carolina State University. For more information on Roadmapping, Portfolio Management, PLM Strategy or any other Kalypso Service you may contact Pamela directly: Mobile: +1-646-918-0214 [email_address] Pamela Soin Senior Consultant