This webinar shows how Strategic Roadmapping is used to look past what we know to focus on what we can imagine to break the cycle of incremental innovation, and how storytelling techniques uncover strategies to capitalize on the future problems identified.

1. The Power of Problem
Finding and Storytelling
Irene J. Petrick, Ph.D.
irene.petrick@trendscapeig.com
Irene J. Petrick & Russ Martinelli
Webinar
October 29, 2015
Russ Martinelli
russ.martinelli@trendscapeig.com

2. Reviewing the Strategic Roadmapping Life Cycle

3. Call to
action
STRATEGIC
IMPERATIVE: An
external competitive
threat creates an
appetite for change and
prompts the organization
to identify strategic goals
ENVIRONMENTAL
ASSESSMENT:
Brainstorming
sessions about
events that may
occur in the future
help map the lay of
the land
TRENDS &
ASSUMPTIONS:
Discussions while
“walking the wall”
identify key trends
and assumptions.
Assumptions help
teams question
their dominant
logic.
TREND PRIORITIZATION:
Voting through “wisdom of
the crowd” helps to identify
the few critical trends.
Filtering is based on the
company’s strategic
imperative
CRITICAL TRENDS AND
ASSUMPTIONS AS INPUTS
TO STORYTELLING:
Prioritized trends and the
assumptions identified are used
as input to small groups
developing scenarios.
STORY TELLING &
PROBLEM FINDING:
Small groups take 2-4
critical trends and
envision a future scenario
around those trends. The
group tells a story about
that future world and the
problems that exist in it,
often from the point of
view of the end user.
Envisioning the future
from the outside in

4. Roadmapping team discuss Assessment Roadmap events
Creating & analyzing assessment roadmaps – walking the wall
Key outcomes from the
assessment session:
1. Assumptions
2. Trends
3. Problems
4. Minority report

5. Using crowd sourcing to filter environmental trends
Key outcomes from trend analysis:
1. Call to action and strategic
intent used to prioritize
2. Cross-disciplinary perspective
3. Top trends identified
4. Used to create future scenarios
Many trends – some more important than others

6. Example: Sample trends from environmental
assessment
• Any time, any device,
anywhere access to content
expectation is increasing
• Shared ownership of
vehicles will increase in
emerging markets
• Governments fund 'smart
city' development (including
smart roads)
• Pay-as-you-drive insurance
increases
• Governments becoming
more reliant on technology
to collect vehicle revenue
• Multiple cameras in
automobiles become
ubiquitous
• Consolidation of networks in
the vehicle will occur
• Mobile devices make the
automobile a “dumb terminal”
• The number and diversity of
sensors in the automobile
increases
• Avionics technology to lead
automobile technology

7. Call to
action
STRATEGIC
IMPERATIVE: An
external competitive
threat creates an
appetite for change and
prompts the organization
to identify strategic goals
ENVIRONMENTAL
ASSESSMENT:
Brainstorming
sessions about
events that may
occur in the future
help map the lay of
the land
TRENDS &
ASSUMPTIONS:
Discussions while
“walking the wall”
identify key trends
and assumptions.
Assumptions help
teams question
their dominant
logic.
TREND PRIORITIZATION:
Voting through “wisdom of
the crowd” helps to identify
the few critical trends.
Filtering is based on the
company’s strategic
imperative
CRITICAL TRENDS AND
ASSUMPTIONS AS INPUTS
TO STORYTELLING:
Prioritized trends and the
assumptions identified are used
as input to small groups
developing scenarios.
STORY TELLING &
PROBLEM FINDING:
Small groups take 2-4
critical trends and
envision a future scenario
around those trends. The
group tells a story about
that future world and the
problems that exist in it,
often from the point of
view of the end user.
Envisioning the future
through storytelling

8. Connection to design thinking
• “…a discipline that uses the designer’s sensibility and
methods to match people’s needs with what is
technologically feasible and that a viable business
strategy can convert into customer value and market
opportunity.” -- Tim Brown, IDEO
• We need to connect with the people end of the story
to help teams convert need into demand
• More recently, design thinking has evolved into a way
that helps devise and manage strategy by
– Anticipating the ecosystem and context
– Anticipating barriers to adoption and hurdles to public
acceptance
– Systematically preparing the environment in advance
Storytelling

9. • Companies often fail to see the future because of
Innovation blindness – the inability to see how the
future might unfold in a way that is different than the
past
• Experts see the world from a very focused
perspective
• Experts project their experiences
Storytelling

10. Escaping blindness
– Get past what we know
– Use imagination to discover what might be
– Free constraints of our experiences & see
world through another character’s eyes (end
user)
The power of the “Three Act Plot
Structure” to drive disruptive innovation
Storytelling

11. Act 1: Situation, persona, experiences
– Begin with our future trends
• The 2+1 approach (2 critical trends + 1 other) helps
identify non-obvious future states
– Create a story about this future
– Draw a picture that describes the story
Three acts of storytelling
1. Situation, persona, experiences
2. The conflict to be resolved
3. The solutions
Storytelling

12. Storytelling Act 1: Create a story

13. Example: Using pictures to describe the story
Storytelling Act 1: Create a story

14. Problem finding
– Identify non-obvious problems
– End user perspective
(avoids the expert knows best)
– Outside in view
(reduces the impact of dominant logic)
– Taking aim before firing
(limits the rush to judgement)
Storytelling Act 2: Problem Finding

15. Strategic problem solving
– Linking non-obvious problems to
multiple potential solutions
• From an investment perspective,
identifying common ingredients
across multiple possible solutions
– Identifying critical points across
the value stream
• Identifying the control points in the
value stream to identify key
strategic partners
• Identifying the value points to
consider different business models
Storytelling Act 3: Problem solving

16. Strategic Solution #1:
Make the automobile a
computing and
communications “hub”
that accesses the driver’s
profile in the cloud, knows
the driver’s preferences
and keeps track of driving
information including
habits, routes, speeds,
etc.
Strategic Solution #2:
Provide more value in the
supply chain by:
• Integrating multiple
modules within the
automobile
• Creating a telematics
services platform
Example: Sample strategic solutions
Storytelling Act 3: Problem Solving

17. The Strategic Roadmapping Life Cycle

18. Example: Identified technology needs
Feeding the Strategic Planning Process
Technology Needs and Gaps Portfolio
Story / Scenario 1 Story / Scenario 2 Story / Scenario 3 Common needs Gaps
Technology
Categories
1. Customize based on pre-, during-,
and post-activity;
2. pumps for dosage
Speed 1.Gel or best-in-class (Liquid-
gels or FAA)
1. During activity: liquid technology;
2. inhaler (faster than liquid)
* Liquid technology,
*gels,
* dissolving technology
Airborn technology;
How do we do behind-the-counter
direct injection (epi-pen)?
Duration
1. 12-hour or best-in-class
1.Sustained-release;
2.patches (convenience)
* Sustained and/or controlled release
technologies (systemic or topical)
Combination with existing formula &
r-technology;
pre- and during- applications
Sensory
1.Homeopathic;
2.flavors
1.Smell;
2.Flavor (to help deliver speed);
3.Energy-boost (+caffeine);
4. ODT flavors;
5.Smart Gel (self-warm/cold gel)
1.Superior flavors;
2.Taste-masking; first class products
(over generics);
3. Alternative forms (ODTs, mixins,
gummies);
4.Texture
* Flavor (personalized, better tasting),
* Texture,
* Forms
Build competency for quick
prototyping and experiential testing
for consumer insights (+2);
Flavor production may need to be
outsourced
Information
Communication
1.RFID (track inventory by
phone), barcode;
2.Re-order and re-stock;
3. Build a dialog and engage
directly with consumer;
4.Social media;
1.Direct connect to consumer portal
(educates consumer re: regiments
and medication on per-activity
basis);
2.Partnerships for app
1.Partnering for development of
smartphone app and software
system (for gathering, processing,
and sharing information);
2.Delivering relevent information
(language translation)
* Direct to consumer connection;
* Partner for applications for entire
regime (gather, process, share info);
* Ingredient-qualifying (Non-GMO, dye-
free, calories, sugar-free, natural) -
global
Language translation:
Software applications
Packaging
1.Kit design and
development; single-use
packets (similar look-and-
feel); convenient and
portable
1.Delivery of active performance
relief: application, pressure, spray;
2.Ergonomic design (elderly active)
1.Superior dosing mechanisms;
2.Integrate with iPad/computer use;
3.RFID (product recognition to
deliver relevent information);
* Balance between consumer delight
and ownability versus cost;
* Dosing control and safety;
* Ergonomics (specific needs);
* RFID
E-ink;
Safety packaging in small packaging
(currently more expensive,
historically killed projects);
Ergonomics (easier to open, in some
cases)

19. Identifying new business models
Feeding the Strategic Planning Process
"The Next Gen Auto" Business Model Evaluation
External Ecosystem Partners Channels (HW and SW)
Internal Ecosystem Partners Channels (Services)
Value Proposition Customer Segments
Cost Structure Revenue Streams
Less
Stress
Voice recognition f or
key serv ices (y elp,
phone, maps)
Seemless
sharing of
music,
photos, data
Indiv idual
Customization
Access to
personal
music, v ideo,
Sav e
Time
Improv ed saf ety:
can see/sense
Cool
Factor
Makes
driv ing more
Allows driv er to be
productiv e while
driv ing w/o
compromising
Helps
sustain
resale
v alue of car
Priv ate data
manager
(driv ing
stats)
Trav el
route
planning
Internal
dev eloped
HW & SW
OEM Dealer
Platf orm
(2-sided)
connecting
data f rom
automobile to
serv ice
prov iders
Serv ice
Prov ider
End User
Serv ice
prov iders
pay f or
data
Support and
Maintenance
contract with
OEM
OEM pay s
f or Si/SW
and
Integration
3rd party
HW
Vendors
3rd party SW
Vendors Gv t
Serv ice
Prov iders
ODMs
and Mf g
Supply
Radio
Suppliers
Stds &
Certs/Regs
Content
Prov iders
SW
Suppliers (Hi
v alue add)
Security
Company
Media
Serv ices
Data
Analy tics
Radio
Suppliers
Internal
Group 1
Int
Group
2
Int
Group
3
Int
Group
4
Int
Group
5
Int
Group
6
Int
Group
7

20. The Strategic Roadmapping Life Cycle
Webinar #3
Nov 12th

21. Lessons learned…
• Storytelling gets better when you force the team to tell the
story from the point of view of the end user and/or
customer
• Team continuity & video taping the report outs
• Challenge of new businesses models
– Business model canvas to envision ecosystem and to drive
operational plans

22. Questions…

23. Irene J. Petrick, managing director of TrendScape Innovation Group and former
Penn State University professor, is an internationally recognized expert in
strategic roadmapping. She is actively engaged with companies in their
innovation and technology strategy activities, including work with 12 Fortune 100
companies, the U.S. military, and a wide variety of small- to medium-sized
enterprises. She has over 25 years of experience in technology planning,
management, and product development in both academic and industrial settings.
Irene is author or co-author on more than 150 publications and presentations.
irene.petrick@trendscapeig.com
Russ Martinelli, managing director of TrendScape Innovation Group is engaged
with companies in the areas of business strategy development, business model
evaluation, ecosystem development, and technology roadmapping. He has over
20 years of experience in strategy development; portfolio management; new
product development program management; and engineering in the high-tech,
aerospace and defense, medical, and non-profit industries. Russ is the co-author
of multiple books including Program Management for Improved Business Results,
and Leading Global Project Teams, and over 60 articles and publications.
russ.martinelli@trendscapeig.com