Presented by: Dr. Sven Schimpf Researcher/Consultant and Hans-Cristian Eppich Director Business Development at Sopheon Roadmapping is a highly undervalued methodology that helps companies to be more successful when launching new products. Current research from the Fraunhofer Institute for Industrial Engineering IAO, one of Europe’s leading institutions for applied research, shows that only 15% of companies surveyed use dedicated roadmapping software effectively to meet their Roadmapping and Strategic Planning needs. This explains the primary Roadmapping challenges most companies face: >A lack of holistic understanding across the enterprise about the roadmaps that are created >A shortage of dedicated resources to create and maintain roadmaps >An absence of systematic structured processes for establishing roadmaps as a guideline for strategic planning Learn more from Dr. Sven Schimpf, a recognized researcher and consultant with the Competence Center, R&D Management of Fraunhofer IAO and Sopheon's Hans-Cristian Eppich about: >Fraunhofer's research findings into Roadmapping as a strategic planning tool >How leading companies remove uncertainty from their planning and get more value from their existing pipeline with living roadmaps that are created and supported by cross-functional, enterprise software.

1. Navigate the Future:
Roadmapping that WorksFraunhofer IAO
Dr. Sven Schimpf
Sopheon
Hans-Cristian Eppich
Join the conversation! #RoadmappingWorks

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Why
• Today few companies use collaborative
roadmapping and support it with software
• Top performers use roadmapping to connect their
strategic plans with operational excellence, and as
a result reduce friction and uncertainty
• Companies using roadmapping achieve significant
more revenue with new products*
Who
• Fraunhofer IAO: Competence Center for R&D
• Sopheon: Provider of solutions to improve revenue
from new products
What
• Fraunhofer Roadmapping Survey: Practical Use,
Challenges and Success Factors
• Sopheon: Examples from real-world clients
Intro: Today’s Webinar
* Product Development Institute: Product Innovation and Technology
Strategy, Cooper & Edgett; The Culture of Innovation., Booz & Co.

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Sopheon Provides Global Solutions
France
Australia
New Zealand
Thailand
China
Korea
Sweden
Mexico
Brazil
Portugal
Spain
Italy
Israel
Saudi Arabia
India
Japan
Minnesota
Colorado
UK NL
Germany
Sopheon Locations
Resellers
Consulting Partners
Data Centers
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We do this by providing software, service and best practices that cut through
corporate complexity to increase the return on innovation investments
Sopheon: Our Promise
Sopheon’s mission is to help our customers achieve
exceptional long-term growth and profitability
through sustainable innovation
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Value
(Revenue,
Profit,
Volume)
TimeToday Tomorrow Beyond
5
The Enterprise Challenge
Future Market
Opportunities
?
Current Products /
Services / Solutions
Initiatives in
Development
Strategic Ambitions /
Growth Targets
3

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The Interconnected Enterprise
Enabling Cross-Functional Decision-Making to Define and Manage Innovation Investments
Key Decision:
Which strategies
and initiatives
should we fund
to achieve our
growth goals
Key Decisions:
How do we prioritize to
achieve our strategies?
Key Decision:
How do we solve
key gaps in our
strategy?
Key Decision:
Should we continue
to fund this
initiative through
its operational
lifecycle?
Execution
Strategy
Short-Term Long-Term
Cross-Functional Business Leaders
Cross-Functional Innovation Teams
Enterprise
Innovation
Performance

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Sopheon, Hans-Cristian Eppich
Examples from Real-World Clients

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• Market trends not reflected in development pipeline
• Local regulatory requirements/milestones not transparent or reflected in planning
• Goal to achieve x% annual increase from organic growth
• Many diverse divisions - no common processes for planning and execution
• Lack of cross-functional communication and collaboration
• No easy way to gather cross-functional input or give executives visibility
• Large number of duplicate initiatives (ideas/concepts/projects) in the pipeline
• Result: value of portfolios diluted
• Levels of complexity added with more complex systems
• “Invisible” interdependencies between technologies, programs and products
• Lack of process governance for roadmapping
• Lack of alignment between idea/concept development and strategy
Case I – Top Down: Growth Strategies
And Reduced Development Costs

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Case I: Top Down Implementation to Schieve Growth Plan
Challenges Results Testimonials
• No easy way to gather cross-
functional input or give
executives visibility to status of
key programs
• Large number of duplicate
projects in the pipeline, diluting
the value of product portfolios
• Goal to derive x% annual
increase from organic growth
• Enterprise Innovation
Management implemented by
divisions with minimal assistance
to xxxx people across hundreds of
locations
• Value of portfolio increased by
several 100%
• Improved value analysis led to
elimination of a large number of
projects in the pipeline
• Common process and centralized
data enabled greater focus on
new product winners
• Exceeded organic growth goal
“The value of our
product portfolio has increased by
more than xxx%...We view [the
system] as being critical to helping
create sustainable competitive
advantage for our company.”
VP, Technology and Innovation
“We now have the ability to leverage
roadmapping best practices across the
enterprise. …We can produce products
that are aligned with our long-term
objectives.”
Director Strategic Technology Planning

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Reliable decision making – removed complexity,
removed uncertainty from planning:
• Roadmaps are generated, based on actual data from
development pipeline
• “Discovered” reach, whitespaces and opportunities
• Managed interdependencies before they became
critical requirements for success
• Removed friction between departments involved
• All product, programs and portfolios are connected
with strategic plans/initiatives
Case II: Technology & Product Planning

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• Ideation not aligned with strategic goals
• Market pull and technology push not combined in federated roadmaps
• Strategic buckets and concepts/project-candidates did not match
• Target markets not reflected proportionally in development pipeline
• Opportunities were missed
• Metrics and KPI’s from ideation and corporate plan didn’t match
• No easy way to involve 3rd party like suppliers and clients
• Lack of learning from failed initiatives, no knowledge
bank
• Lack of governance: no common processes for
idea development, scoring and prioritization
Case III – Roadmapping to Steer Idea & Concept Dev
Align front-end activities with strategic planning

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Developing Collaborative Roadmaps
Aligned priorities
& development
Capabilities / programs
Business / market needs
Functional Roadmaps
“Know
Why”
“Know
What”
“Know
How”
Enabling technology
Integrated Roadmaps
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The Interconnected Enterprise
Enabling Cross-Functional Decision-Making to Define and Manage Innovation Investments
Key Decision:
Which strategies
and initiatives
should we fund
to achieve our
growth goals
Key Decisions:
How do we prioritize to
achieve our strategies?
Key Decision:
How do we solve
key gaps in our
strategy?
Key Decision:
Should we continue
to fund this
initiative through
its operational
lifecycle?
Execution
Strategy
Short-Term Long-Term
Cross-Functional Business Leaders
Cross-Functional Innovation Teams
Enterprise
Innovation
Performance

14. Thank you for your attention
Any questions?
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