Best Practice Workshop:
Technology Roadmapping
Brno, 5 February 2013

Managing Innovation and technology
strategically
Dr ...
Frederick Tudor
1806

Carl Linde
1895

Performance

Change and disruption
Technology
discontinuity

‘Turbulence’
Time / In...
Industrial dynamics

Routley et al, 2013

Predictions are hard, especially about the future
Niels Bohr
“Man will not fly f...
So, why bother with strategy?

Innovation strategy and business performance

“About twice as many best performers (38%) us...
The Innovation Funnel
Critical strategic
decisions!
Innovative
Ideas

Pre - Development
Investigations

Development
Projec...
Technology & new product development
stage gate processes

Cooper, 2006

Technology management processes
External Environm...
There are many tools and techniques available to help
For example
Quality Function Deployment (QFD, or House of Quality)

...
There are many tools and techniques available to help
For example
Roadmapping

There are many tools and techniques availab...
Thank you
Questions?
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Dr Robert Phaal - keynote

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

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Dr Robert Phaal - keynote

  1. 1. Best Practice Workshop: Technology Roadmapping Brno, 5 February 2013 Managing Innovation and technology strategically Dr Robert Phaal Centre for Technology Management Technology will continue to change the way we live… Wired Magazine “Found - artefacts from the future” www.wired.com/wired
  2. 2. Frederick Tudor 1806 Carl Linde 1895 Performance Change and disruption Technology discontinuity ‘Turbulence’ Time / Investment / Effort Adapted from Bower, J. L. and C. M. Christensen (1995). "Disruptive technologies: Catching the wave." Harvard Business Review January-February.
  3. 3. Industrial dynamics Routley et al, 2013 Predictions are hard, especially about the future Niels Bohr “Man will not fly for 50 years” Wilbur Wright, 1901 “I think there is a world market for maybe five computers” Thomas Watson, CEO IBM, 1943 “640K (of RAM) ought to be enough for anybody” Bill Gates, 1981 “The global market for mobile phones could be as high as 900,000 units per annum” McKinsey study for AT&T, mid 1990s
  4. 4. So, why bother with strategy? Innovation 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
  5. 5. The Innovation Funnel Critical strategic decisions! Innovative Ideas Pre - Development Investigations Development Projects Source: Wheelwright & Clark Introduced Projects
  6. 6. Technology & new product development stage gate processes Cooper, 2006 Technology management processes External Environment External Environment Identification focuses on technologies which do not currently form part of the technology base yet may have a significant impact on the current or future activities of the business Protection Selection focuses on preserving the company’s knowledge and expertise and minimising the risk of unplanned transfer of technology outside the organisation focuses on the evaluation of potential technologies against a set of decision criteria to determine which technologies should be supported and promoted within the business Internal Environment Exploitation Acquisition focuses on the utilisation of technologies which already form part of the company’s technology base focuses on accessing the required technologies and their assimilation into the organisation External Environment Gregory, 1995
  7. 7. There are many tools and techniques available to help For example Quality Function Deployment (QFD, or House of Quality) Martinich, 1996 There are many tools and techniques available to help For example Portfolio methods Cooper et al., 1998
  8. 8. There are many tools and techniques available to help For example Roadmapping There are many tools and techniques available to help • Mostly these have been developed by & for large technology intensive firms • They are equally applicable to small- and medium-sized companies, applied in a light-weight and agile manner • Such tools typically have a visual format, and can be used to structure strategic conversations and decisions, particularly between commercial and technical functions
  9. 9. Thank you Questions?

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