The document discusses the significance of product line roadmapping in optimizing new product development (NPD) portfolios. It emphasizes the need for customer-centric processes and coherent strategic planning to enhance product concept discovery, optimize portfolio performance, and respond effectively to market changes. Key insights include the importance of aligning business strategies with product line roadmaps for increased efficiency and competitive advantage.

1. The Profound Value Proposition of
Product Line Roadmapping
1

2. Roadmapping Orientations
Customer-centric
Supply chain-centric
Technology-centric
Product line-centric
Business planning-centric
Our focus is…
Product Line-Centric Roadmapping
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3. Products in Development
(Portfolio of Projects in the Stage Gate Process)
RiskAssessorTM Statistical Model
Analysis of Project Risk
36
30
Months Left
BellRinger1 (31%)
24
Ultimate 7 (29%)
18
RioGrande (55%)
12
6
Venus J (77%)
0
0
1
2
3
4
5
Stage Completion in Stage Gate Process
Gate
0
Stage 1
Gate
1
Stage 2
Gate
2
Stage 3
Gate
3
Stage 4
Gate
5
Stage 5
RiskAssessor is a trademark of The Adept Group
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4. Accumulated Expected-Launch
Value of the Stage Gate Portfolio
$45,000
$45,000
Adjusted for RiskAssessorTM
calculated risk
$40,000
$40,000
$35,000
$35,000
$30,000
(4)
(4)
(4)
$25,000
$30,000
$25,000
(3)
$20,000
$20,000
$15,000
$15,000
$10,000
$10,000
$5,000
$5,000
(1)
$0
$0
2014
2015
2016
2017
2018
RiskAssessor is a trademark of The Adept Group
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5. Improving the Portfolio
What can be done to this portfolio to meet the financial objectives?
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6. Key Insight
The portfolio needs Bigger Better Bubbles
1 Discovery and creation of exceptional product concepts is
essential to NPD portfolio optimization.
2 Optimizing an NPD portfolio without a defined
front-end process is problematic.
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7. Flow of NPD Processes
RIGHT
PROJECTS
RIGHT
Production and
Product
Management
Business
Strategy
Product Line
Roadmapping (PLR)
Front-End –
Concept Generation
Stage Gate
Targeting
Innovating
Delivering
Here is another simple insight:
The quality of the output from one sub-process…
has extreme impact on the performance of the set of
projects in the next sub-process.
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8. Full Process Architecture of NPD
Product Line Roadmapping is a sub-process within the full architecture that drives the
portfolio
This chevron depicts the
“Full Architecture” of
product development from
strategic planning through
in-market life cycle
management.
Product Line
Roadmapping
Each sub-process has:
1. Work Flow
2. Information Flow
3. Decision Flow
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All should be aligned and
streamlined
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9. Full Process Architecture of NPD
The platform links technologies to market
2013
TARGET MARKET
SEGMENTS
2014
2015
2016
Seg 1
2017
XXX
Seg 2
PRODUCT LINE
PLATFORMS
YYY
ZZZ
A
B
PIMs
PIDs
PRODUCTS IN
THE MARKET
PRODUCTS IN
DEVELOPMENT
(STAGE-GATE)
Technology 1
PICs
Technology 2
PRODUCTS IN CONCEPT
(TARGETS FOR NEW
PRODUCTS/INNOVATION)
C
TECHNOLGY BUILDING
BLOCKS
Technology 3
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Technology 4
Technology 5
????
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10. Generic Product Line Roadmapping
Phase 1
Roadmapping RampUpTM is a trademark of The Adept Group
Portfolio
Reso urces
Life Cycle
Strateg y
• Set up an iterative process to
improve information quality
and the “genius” of insights.
Pro duct L ine
• Facilitate organizations in
designing and implementing
an iterative product line
roadmapping process… from
Adept generic to client
customized.
Techn olo gy
Marketin g
Current
Conditions
Phase 2
Segment
Selection
101 Segment
the Market
Drill
Down
Phase 3
Charters
Draft Charters
104 Identify
Contributors ,
Influencers and
VOC Participants
107 Identify &
Prioritize Future
Customer Needs
through VOC
108 Analyze
Potential PICs
versus
Competition
109 Analyze
Potential PICs
vs. Distribution
Channels
105 Identify
Market Trends
and Opportunities
102 Generate
Directional
Policy Matrix
106 Identify
Actions to
Improve
Competitiveness
201 Assess
Technology
Platform
Capabilities
Phase 4
Reshape
Charters
204 Generate
Technology
Roadmap based
on PLP
202 Identify
Enabling
Technologies
based on VOC
304 Evaluate
Proposed
Portfolio vs Key
Criteria
401 Identify
Current
Resource
Utilization
402 Define
Resource Need
going forward
305 Rationalize
Portfolio Mix to
Optimize
Portfolio
403 Develop
Resource Proposal
that Closes
Identified Gaps
302 Evaluate
PIDs vs Key
Criteria
404 Rationalize
Resource Plan
501 Collect
Revenue and
Profit Forecasts
503 Craft
Lifecycle Action
Plan
502 Map PIMs
& PIDs
onto Lifecycle
Curve
602 Conduct
Current
Competitive PL
Strategy
Assessment
601 Identify
Current Desired
Product Line
Strategy
701 Identify
Current Platforms
for PIMs and
Extensions
702 Map PIDs
onto Product Line
Complete
Doc’s & Plans
205 Generate
Technology Action
Plan, Integrate into
overall roadmap
203 Identify
Technology gaps
301 Evaluate
Impact of PIDs
on Portfolio
Optimize &
Rationalize
604 Define
Recourse
Options for PL
Strategy
603 Evaluate
Desired Strategy
versus Actual
Strategy
103
Select
Target
Segments
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703 Identify Road
Map Gaps and
Opportunities
704
Generate
Potential PICs
605 Analyze
Impact of Proposed
PICs on PL Strategy
705
Reshape PICs
based on
VOC , Tech
map, PLP
Gaps
706 Rationalixe
Road Map to
Close Gap in PL
Growth Goals
706
Create
Summary
Documents
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11. Four Unique Components of
Product Line Roadmapping
1
The direct link to NPD portfolio management: Does this portfolio carry out
each product line roadmap?
2
Focus on product line platform leverage and product line strategy. One or
more platforms become the focal point of roadmapping iterations.
3
Using all information and transformed insights, creatively generate targets
for innovation, products in concepts (PICs), new platform exploration, and
technology scouting charters … for inclusion in the front end portfolio. It’s
about the flow: raw information value insight decisions/actions
4
“Fits strategy” transforms to “on roadmap.” Individual new product
concepts do not go to concept screening. Rather, due diligence is to
convert the concept to a PIC… evaluate its position on a roadmap… build
out the PIC using roadmap constraints and insights… move the PIC to
concept generation.
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12. Construct of Insight Flow
1
Valued Insight to Planning
Prioritization
Information to Valued Insight
Information
Raw Insight
Rearrangement,
Clustering,
Aggregation of
Raw Insight
Transform to
Value Insight :
Comprehension,
Rationale
CTQ of Insight:
- Timing, Speed, Depth, Robustness, Accuracy
- Context Relevancy of Source; Data Target
- Intelligence of Information to Insight Aggregation
- Validation of Data, Information, Insight
- Value in Context of Plan (Current, Future State )
How well?
What Quality?
3
2
Transfer
Sharing and
Recognition of
Insight
Decision
Prioritization
CTQ of Transfer:
- Behavioral / Cultural
- Methods / Approaches to
Communications
- Structural Focus: Responsibility, Roles
- Strategy Dynamics / Roadmap Fit
How well?
What Quality?
Product Definition and
Value Realization
Product Definition
Action ;
Insight Utilization
Realization of
Value from Insight
CTQ of Value Realization:
- Project & Process Management
- Portfolio Management
How well?
What Quality?
Organizational Capability and Quality of Insight Flow
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13. Construct: Cross-organization,
Cross-hierarchy Processes
Valued Insight to Planning
Prioritization
Information to Valued Insight
Information
Raw Insight
Rearrangement,
Clustering,
Aggregation of
Raw Insight
Transform to
Value Insight :
Comprehension,
Rationale
CTQ of Insight:
- Timing, Speed, Depth, Robustness, Accuracy
- Context Relevancy of Source; Data Target
- Intelligence of Information to Insight Aggregation
- Validation of Data, Information, Insight
- Value in Context of Plan (Current, Future State )
Transfer
Sharing and
Recognition of
Insight
Decision
Prioritization
CTQ of Transfer:
- Behavioral / Cultural
- Methods / Approaches to
Communications
- Structural Focus: Responsibility, Roles
- Strategy Dynamics / Roadmap Fit
Product Definition and
Value Realization
Product Definition
Action ;
Insight Utilization
Realization of
Value from Insight
CTQ of Value Realization:
- Project & Process Management
- Portfolio Management
Technology & Intellectual Property Intelligence
Market Intelligence
Product Line Strategizing and Roadmapping
Front end Portfolio Management
Project Portfolio Management
Concept Generation
Product Definition
Stage Gate Process
Project Management
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14. Five Key Contributors to Value
1
2
Improved Product Line
Strategies:
Remove Latencies:
Smart product line roadmaps
enable the creation of realizable
product line strategies
• Enabling a line of products, not
just a one-off product
• Providing a game to beat
competitors, with full due
diligence and understanding
• Leveraging the product line
platform… implying notable
strategic gains
Product line roadmaps improve
speed-to-market due to shared
vision, alignment, collaboration
and coordination… across all
stakeholders
• More efficient and timely
execution across functions
• The minimization of latency (lost
time) of full product line build out
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Faster Organizational
Response:
Product line roadmapping (the
process) enables organizations
to recognize and respond
quickly to specific new
opportunities, risks, changes,
threats… proficiently manage
uncertainty
• Product line roadmapping
generates the content of what-if
explorations of uncertainty
• Enables an organization, across
all functions, to quickly and
intelligently react to all
environmental influences
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15. Five Key Contributors to Value
5
4
True Linkage to Business Strategy:
Front-to-Back Process Integration:
Product line roadmapping extends the impact
of stage/gate and portfolio management to
levels these processes cannot accomplish
alone
• Gate Criterion: “Is this project critical to the
roadmap?”; enabling an understanding as to
whether the organization is working on the
right set of projects
• Portfolio Management: “Is this portfolio
„balanced‟?” becomes “Does this set of
projects fulfill the needs of the roadmap(s)?”
Product line roadmaps are a significant
addition to business strategy… enabling
linkage of product line strategies with one
another and with other strategy “links”
• In business strategy… links in a chain to create a
business strategy: Ex: a supply chain strategy link,
sales strategy link, operations strategy link, an
intellectual property strategy links, a human resource
strategy link and multiple product line strategy links.
• Roadmaps define product strategies as specific links
enabling connection with other product line
strategies… more than just coordination of product
development activities with non-product development
activities
• Establishes a critical and recognizable role for product
line strategies in overall business strategy
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16. The Profound Value Proposition
of Product Line Roadmapping
1
Notably increased efficiency and proficiency:
 Each of the five contributors will increase output measure (Speed, Strategic
Impact, Resource Use Efficacy) by at least 10% and as much as 30%. If each
contributing factor added a 15% gain (1.15 raised to the 5th) then you will double
the output of a product line’s build with the same resource input.
2
Gain competitive advantage:
 Through focused, coordinated actions that leverage the product line platform an
organization will gain competitive position.
3
Investment breakeven is so low:
 While my claim is to double the output of a product line, the breakeven point on
the needed investment is usually 90%+ less than my claim
Confidential – The Adept Group
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17. Call to Action
• Assess where you are with respect to product
line roadmapping
• Begin an internal dialogue on how to implement
roadmapping
• Learn more about how to gain a market
advantage with a successfully implemented
product line roadmapping process
Confidential – The Adept Group
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18. Learn More
Upcoming Workshop:
Strategizing & Roadmapping the Product Line
April 1 @ 9:30 am - April 2 @ 5:00 pm, Chicago, IL (near airport)
In-depth training on developing a powerful product line strategy and detailing an
intelligent roadmap of its execution.
Lead by: Paul O‟Connor of The Adept Group Limited, Inc.
www.adept-plm.com/Product-Line-Roadmapping-Workshop
Access Free Downloadable Resources, including articles, whitepapers, and webinars:
http://adept-plm.com/product_line_roadmapping/
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19. Thank you for this opportunity to share some insights with you.
Paul O’Connor, NPDP
paul.oconnor@adept-plm.com
904-551-0673
www.adept-plm.com
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