Technology Roadmapping


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Technology Roadmapping

  1. 1. Technology Roadmapping December 2013
  2. 2. Global Vision
  3. 3. Who we are • We are a multicultural, cross-domain, and international, group of R&D veterans • We are believers in open innovation
  4. 4. What we do • Using Open Innovation principles, we partner with various types of companies, from early-stage start-ups to large manufacturing firms, to:  Solve Technical Problems  Accelerate R&D – by boosting the initiation or the finalization of R&D efforts  Detect Unconventional Markets – by identifying and assessing markets outside the competence sphere of ours clients. 4
  5. 5. Our locations • California, USA Heart of Innovation • Lille, France Heart of Europe Contact: Contact: Gabriel, (734) 223 4711 Anthony, +33 (0)3 66 72 18 05
  6. 6. Some areas of expertise • • • • • • • • Energy Chemistry Plastics and Polymers Advanced Materials Biotech Big Data Modeling & Simulation Mechanical Engineering 6
  7. 7. They partnered with us Alkern is a European leader in concrete products. Aquarese is a specialist in high pressure products and processes. Jeumont Electric is a world-class pioneer in high voltage electric rotating machines and their auxiliaries. Madeco is a European leader in window blind manufacturing. Castorama is the French leader in home improvement and gardening supplies. Plage is a French innovative provider of mural decoration. Copalis is global supplier of marinebased natural ingredients to various markets. Rio Tinto is a global metal and mining corporation with $51B turnover. Decathlon is a global with $6B turnover sporting goods manufacturer and retailer. Sealock is a leading adhesives manufacturer in France and Eastern Europe. Fives DMS is the world leader for cold rolling mills for the steel industry. Fred & Fred provide innovative luxury lighting solutions to clients in France and in the USA. Wipak is a European manufacturer of films and high-end packaging solutions. Fruition Sciences is a global provider of high-tech solutions for water management in vineyards. 7
  8. 8. What is a RoadMap
  9. 9. Background • Lots of books and journal articles on the topic • One well-known team at Cambridge (Dr. Rob Phaal)  The team has been using the same idea for 15 years  95% of other teams are repeating ideas from Dr. Phaal • Seemingly no French academic teams/companies on this topic 9
  10. 10. Definition • Roadmapping - Providing a vision of the future and a time-based action pathway to achieve this vision • Roadmapping answers the following questions:      Where are we? Where are we going? Which technologies to get there? What are the required resources? What are the milestones and risks? • Roadmap - chart which summarize the answers of those questions (≠ Strategic Plan) 10
  11. 11. Chart (1/2) 11
  12. 12. Chart (2/2) Put forward by the European Industrial Research Management Association (EIRMA) in 1997 12
  13. 13. History of Roadmaps
  14. 14. First approaches • 1970s: development of a method to align product and technology strategies at Motorola • 1987: first published industrial roadmap by Motorola • 1996: creation of the Management of Accelerated Technology Innovation Network at Northwestern University with a focus on sharing roadmapping experience • 1997: publication of the European Industrial Research Management Association‘s approach for technology roadmapping • 1997: publication of a report on “the fundamentals of technology roadmapping” by Sandia National Laboratory 14
  15. 15. First published roadmap (1987) • Part of Motorola’s roadmap for the car radio 15
  16. 16. Roadmap trends 16
  17. 17. Roadmap for whom? and for what? • Corporate level: linking market, product strategies, technologies, resources  confidential • Industry level: identifying common technology needs to guide R&D efforts    Semi Conductor Energy Association – Semiconductor Roadmap US Steel Industry Technology Roadmap etc. • Public bodies: planning technology deployment or scientific progresses    IEA - Carbon Capture and Storage in Industry Road Map European Commission - Hydrogen Roadmap Etc. 17
  18. 18. Corporate level 18
  19. 19. Industry level (1/2) Moore’s law « More than Moore » « More than Moore » 19
  20. 20. Industry level (2/2) Electric Power Research Institute 20
  21. 21. Public body level (1/2) Deployment of green chemistry in the UK 21
  22. 22. Corporate/Industry Roadmaps
  23. 23. Objectives • Getting a consensus on market drivers  products to be developed  required technologies  allocation of resources  ….  • • • • • Driving R&D and Open Innovation efforts Making all this information available in a simple chart Identifying risks Supporting internal and external communication Etc. 23
  24. 24. Market-Driven Roadmaps
  25. 25. Definition A market-driven technology roadmap is a planning process to select or develop technologies alternatives to satisfy a set of products expected by the market 25
  26. 26. Market-driven roadmaps phases Time Market/Customer Expectations Products Targeted by the Corporation (size, weigh, etc.) Required Technologies M0 M1 P0 P2 P1 T0 T1 T3 RD 2 RD 0 RD 1 Open Innovation Resources P3 P4 T2 R&D Programs M3 M2 OP 1 T4 RD 4 RD 3 OP 2 Capital Investment / Financing Supply Chain Staff / Skills 26
  27. 27. M2: Augmentation des passagers Augmentation constante et mondiale du nombre de voyageurs P2: A 380 Besoin de Gros porteur T1: Matériaux Gain de masse composites (25% Pas de corrosion de la structure en poids) R&D 0: Adapter Mise en application les composites à par la R&D Airbus fibre de carbone OP1: GLARE (Glass Reinforced fibre metal laminate) 27
  28. 28. Examples 28
  29. 29. Use of scenarios • Making several scenarios of the market drivers • Selecting the technology/R&D path:  No-regret (some positive payoff in any scenario)  Options (significant payoff in some scenarios and small negative outcome in others)  Big bets (large payoff in one scenario and negative in others) 29
  30. 30. Innovation-Driven Roadmaps
  31. 31. Definition An innovation-driven technology roadmap is a planning process to help select or develop technologies alternatives to penetrate market with products that are not expected 31
  32. 32. Innovation-driven technology roadmap Time Market/Customer Expectations M3 Products Targeted by the Corporation (size, weigh, etc.) P3 T3 Required Technologies R&D Programs RD 2 RD 0 RD 1 Open Innovation Resources OP 1 RD 4 RD 3 OP 2 Capital investment / Financing Supply Chain Staff / Skills 32
  33. 33. M3: Creation of the market Of luxury electric cars P3: Tesla Model S T3: Develop a chassis from the cells RD2: Development of interconnected and secure battery cells OP2: Use the massively-produced battery technology from Laptop computers 33
  34. 34. Examples (1/2) De luxe Electric car • Roadster    $100,000 210 miles range 0 – 60 mile/hour in 3.7 S • Model S    $100,000 265 miles range 0 – 60 miles/hour in 4.2 S 34
  35. 35. Examples (2/2) 35
  36. 36. Use of patent analysis (1/2) Patent-driven 36
  37. 37. Use of patent analysis (2/2) 37
  38. 38. First Steps
  39. 39. Market analysis (1/2) STEEP: Social, Technological, Economical, Environmental, and Political Socio-cultural Age range Income brackets Gender? Ethnicity? Life-style Leisure Social trends Shopping trends Other Technological Hardware Software IT for management ICT for communication Equipment Materials New developments Other Economic General trends Interest rates Tax Insurances Funding sources Funding req’s Other Environmental Sustainability Recycling Waste disposal Energy-efficiency Fuel Other Political EU law National law Local by-laws Trade unions Health & Safety Equality Vulnerable people Party politics Other 39
  40. 40. STEEP (2/2) 40
  41. 41. SWOT Potential Issues Strengths Strong market position; niche market; successful advertising campaign; effective management procedures; regular financial monitoring; well trained staff; location of premises; good market research; suitable pricing policy; reliable suppliers Weaknesses Accounts not up to date; cash flow problems; over/under pricing; not enough customers; business is seasonal; skills shortage; lack of adequate publicity; publicity not reaching right clients; poor market information; working too many hours Opportunities New funding streams; new clients; market expansion; free business support; free training; Internet marketing and sales; attending exhibitions; networking Threats Strong competitors with lower prices; general economic decline means clients reprioritise leisure spending; new competitor in market; product/service no longer ‘trendy’; new legislation will require investment 41
  42. 42. Approaches
  43. 43. Conventional approach • Relying on internal resources (+ 1 consultant): a series of workshop (1 to 4, each during 0.5 to 1 day)  gathering all internal stakeholders (R&D, marketing, …)  led by a consultant • Relevant for team building but not for the definition of a strategy:  pitfall of being stuck in the rut  at most four days of work  contributions from people more or less available 43
  44. 44. Global Vision approach • Entrusting an external team with making the roadmap    pulling out of the rut weeks of work dedicated staff  more robust strategy • Refining the roadmap with the company staff (consensus, team building,…)   series of workshops other  team building, consensus, etc. 44
  45. 45. Thank You Gabriel December 2013