Product Line Roadmapping: Unlocking the Potential of Your Portfolio

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Learn how establishing a cross-functional product line roadmapping process is key to helping your organization create specific targets to generate and identify the right projects to be part of your portfolio. View the video at: http://budurl.com/ez2n

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  • 1
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  • April 2005
  • April 2005
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  • Product Line Roadmapping: Unlocking the Potential of Your Portfolio

    1. 1. Confidential – The Adept Group Product Line Roadmapping: Unlocking the Potential of Your Portfolio June 26th 2014 Live tweet with #ProdRM
    2. 2. Confidential – The Adept Group Paul O’Connor Founder/Managing Director The Adept Group paul.oconnor@adept-plm.com
    3. 3. Product Line Roadmapping: Unlocking the Potential of Your Portfolio June 2014 3© Adept Group 2014
    4. 4. Confidential – The Adept Group Different Roadmapping Orientations 4 Customer-centric Technology-centric Supply chain-centric Product line-centric Business planning-centric Our focus is… Product Line-Centric Roadmapping © Adept Group 2014
    5. 5. Confidential – The Adept Group Why Do We Need Product Line Roadmapping? 5 Product line-centric © Adept Group 2014 Let’s look at it from a Portfolio Management perspective…
    6. 6. Confidential – The Adept Group Products in Development (Portfolio of Projects in the Stage Gate Process) Gate 0 Gate 1 Gate 2 Gate 3 Gate 5 Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage Completion in Stage Gate Process NPD-RiskAssessorTM Statistical Model Analysis of Project Risk 0 1 2 3 4 5 0 6 12 18 24 30 36 BellRinger1 (31%) Ultimate 7 (29%) RioGrande (55%) Venus J (77%) MonthsLeft 6© Adept Group 2014
    7. 7. Confidential – The Adept Group $0 $5,000 $10,000 $15,000 $20,000 $0 $5,000 $10,000 $15,000 $20,000 2014 $25,000 $30,000 $35,000 $25,000 $30,000 $35,000 $40,000 $45,000 $40,000 $45,000 2015 2016 2017 2018 (1) (3) (4) (4) (4) Adjusted for RiskAssessorTM calculated risk Accumulated Expected-Launch Value of the Stage Gate Portfolio RiskAssessor is a trademark of The Adept Group 7© Adept Group 2014
    8. 8. Confidential – The Adept Group Improving the Portfolio 8 What can be done to this portfolio to meet the financial objectives? © Adept Group 2014
    9. 9. Confidential – The Adept Group Typical Approach to Improving an NPD Portfolio Add more projects… add more bubbles 9© Adept Group 2014 But… if we add more projects using the same resources, we slow all projects and mover the bars further to right… still missing our $ objective Shelve one or more projects, shifting resources to the others But… if we shelve a project the height of the bars will become lower… still missing our $ objective
    10. 10. Confidential – The Adept Group Answer: Discovery and creation of exceptional product concepts is essential to NPD portfolio optimization. Optimizing an NPD portfolio without a defined front-end process is problematic. The portfolio simply needs Bigger, Better Bubbles 10 1 2 © Adept Group 2014 Here the insights:
    11. 11. Confidential – The Adept Group Targeting Product Line Roadmapping (PLR) Delivering Stage Gate Innovating Front-End – Concept Generation Business Strategy Production and Product Management Flow of NPD Processes R I G H T P R O J E C T S R I G H T 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. Here is another simple insight: 11© Adept Group 2014 Let’s look at this from a perspective of linking business strategy all the way to having new products in the market.
    12. 12. Confidential – The Adept Group POLL QUESTION
    13. 13. Confidential – The Adept Group Product Line Roadmapping is a sub-process within the full architecture that drives the portfolio 13 Each sub-process has: 1. Work Flow 2. Information Flow 3. Decision Flow All should be aligned and streamlined This chevron depicts the “Full Architecture” of product development from strategic planning through in-market life cycle management. Full Process Architecture of NPD Product Line Roadmapping © Adept Group 2014
    14. 14. Confidential – The Adept Group 20152013 2014 2016 2017 A C B PRODUCT LINE PLATFORMS TARGET MARKET SEGMENTS TECHNOLGY BUILDING BLOCKS PIDs PICsPIMs Technology Building Block 4 Technology Building Block 3 Technology Building Block 5 Technology Building Block 1 Technology Building Block 2 ???? Seg 2 Seg 1 XXX ZZZ YYY PRODUCTS IN THE MARKET PRODUCTS IN CONCEPT (TARGETS FOR NEW PRODUCTS/INNOVATION PRODUCTS IN DEVELOPMENT (STAGE-GATE) The platform links technologies to market Full Process Architecture of NPD 14© Adept Group 2014 Technology building blocks may or may not be time dependent Segments may or may not be time dependent PIDs and PICs are time dependent
    15. 15. Confidential – The Adept Group 15 Generic Product Line Roadmapping • Facilitate organizations in designing and implementing an iterative product line roadmapping process… from Adept generic to client customized. • Set up an iterative process to improve information quality and the “genius” of insights. Roadmapping RampUpTM is a trademark of The Adept Group Phase 3 Phase 4 MarketingTechnologyPortfolioResourcesLifeCycle Phase 1 Phase 2 StrategyProductLine 101 Segment the Market 102 Generate Directional Policy Matrix 104 Identify Contributors , Influencers and VOC Participants 105 Identify Market Trends and Opportunities 106 Identify Actions to Improve Competitiveness 109 Analyze PotentialPICs vs. Distribution Channels 107 Identify & PrioritizeFuture Customer Needs through VOC 108 Analyze PotentialPICs versus Competition 201 Assess Technology Platform Capabilities 202 Identify Enabling Technologies based on VOC 204 Generate Technology Roadmap based on PLP 203 Identify Technology gaps 205 Generate Technology Action Plan, Integrate into overall roadmap 301 Evaluate Impact of PIDs on Portfolio 302 Evaluate PIDs vs Key Criteria 304 Evaluate Proposed Portfoliovs Key Criteria 305 Rationalize PortfolioMix to Optimize Portfolio 103 Select Target Segments 704 Generate Potential PICs 705 ReshapePICs based on VOC , Tech map, PLP Gaps 706 Create Summary Documents 401 Identify Current Resource Utilization 402 Define Resource Need going forward 403 Develop Resource Proposal that Closes IdentifiedGaps 404 Rationalize Resource Plan 501 Collect Revenue and Profit Forecasts 502 Map PIMs & PIDs onto Lifecycle Curve 503 Craft LifecycleAction Plan 601 Identify Current Desired Product Line Strategy 602 Conduct Current Competitive PL Strategy Assessment 603 Evaluate Desired Strategy versus Actual Strategy 604 Define Recourse Options for PL Strategy 605 Analyze Impact of Proposed PICs on PL Strategy 701 Identify Current Platforms for PIMs and Extensions 702 Map PIDs onto Product Line 703 Identify Road Map Gaps and Opportunities 706 Rationalixe Road Map to Close Gap in PL Growth Goals Current Conditions Drill Down Charters Optimize & RationalizeSegment Selection Draft Charters Reshape Charters Complete Doc’s & Plans © Adept Group 2014
    16. 16. Confidential – The Adept Group Four Unique Components of Product Line Roadmapping 16 The direct link to NPD portfolio management: Does this portfolio carry out each product line roadmap? Focus on product line platform leverage and product line strategy. One or more platforms become the focal point of roadmapping iterations. 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 “Fits strategy” gate criteria transform 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. 1 2 3 4 © Adept Group 2014
    17. 17. Confidential – The Adept Group Construct of Insight Flow 17 How well? What Quality? Organizational Capability and Quality of Insight Flow How well? What Quality? How well? What Quality? Information to Valued Insight 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) Transform to Value Insight : Comprehension, Rationale Rearrangement, Clustering, Aggregation of Raw Insight Information Raw Insight 1 Valued Insight to Planning Prioritization Transfer Sharing and Recognition of Insight CTQ of Transfer: - Behavioral / Cultural - Methods / Approaches to Communications - Structural Focus: Responsibility, Roles - Strategy Dynamics / Roadmap Fit Decision Prioritization 2 Product Definition and Value Realization CTQ of Value Realization: - Project & Process Management - Portfolio Management Product Definition Action ; Insight Utilization Realization of Value from Insight 3 © Adept Group 2014
    18. 18. Confidential – The Adept Group POLL QUESTION
    19. 19. Confidential – The Adept Group Construct: Cross-organization, Cross-hierarchy Processes 19 Roadmapping Opportunity Technology & Intellectual Property Intelligence Market Intelligence Product Line Strategizing and Road Mapping Front end Portfolio Management Project Portfolio Management Concept Generation Product Definition Stage Gate Process Project Management Information to Valued Insight 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) Transform to Value Insight : Comprehension, Rationale Rearrangement, Clustering, Aggregation of Raw Insight Information Raw Insight Valued Insight to Planning Prioritization Transfer Sharing and Recognition of Insight CTQ of Transfer: - Behavioral / Cultural - Methods / Approaches to Communications - Structural Focus: Responsibility, Roles - Strategy Dynamics / Roadmap Fit Decision Prioritization Product Definition and Value Realization CTQ of Value Realization: - Project & Process Management - Portfolio Management Product Definition Action ; Insight Utilization Realization of Value from Insight © Adept Group 2014
    20. 20. Confidential – The Adept Group 20 Cadence and Process Connections Forget “portfolio balance”… Ask: Does the portfolio of projects carry out the different product line strategies? Envisioning: Platform Assessments, Technology Scouting and Market Forecasting ƒ (Life cycle duration) PL Strategy & Execution Planning: Creating/Updating detailed Roadmaps / Roll-ups Quarterly to Annual Time Horizon Operational: Today’s Project Portfolio Management Continual - Quarterly Certainty Product Line Strategizing and Roadmapping 1. Portfolio Management = Current through 2.5 yrs 2. PL Strategy & Execution Planning: 2 yrs through 7 yrs 3. Envisioning: 5 years through 10+ Years 2 yrs 4 yrs 8 yrs 10 yrs
    21. 21. Confidential – The Adept Group Integrating Roadmapping with NPD Project Portfolio Management 21 Envisioning: Platform Assessments, Technology Scouting and Market Forecasting ƒ (Life cycle duration) Strategy & Execution Planning: Creating/Updating detailed Roadmaps / Roll-ups Quarterly to Annual Operational: Today’s Project Portfolio Management Continual - Quarterly Portfolio Management Product Line Strategizing and Roadmapping Roll-up across all product lines and projects Strategic advantage gained through process alignment and streamlining for the purpose of amplifying output without increased entropy / chaos.
    22. 22. Confidential – The Adept Group Five Key Contributors to Value 22 Improved Product Line Strategies: 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 1 Remove Latencies: 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 2 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 3 © Adept Group 2014
    23. 23. Confidential – The Adept Group Five Key Contributors to Value 23 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)?” 4 True Linkage to Business Strategy: 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 5 © Adept Group 2014
    24. 24. Confidential – The Adept Group Learn more… 24 Video sharing: Fast, more detailed overview in 6 videos, each lasting 8-10 minutes. Deeper dive into Product Platforms and Product Line Strategies as they link with Business Strategy. www.adept-plm.com 1 - Introduction to Product Line Strategizing & Roadmapping 2 - Understanding Platforms: The Key to Product Line Strategies 3 - Platform Types and Realization of Strategic Leverage 4 - Unique Elements of Product Line Roadmapping & Strategizing 5 - Product Line Strategizing & Roadmapping as an Organizational Process 6 - Accelerating Implementations and the Power of Software Go to:
    25. 25. Confidential – The Adept Group Paul O’Connor, Managing Director, The Adept Group paul.oconnor@adept-plm.com 904-551-0673 Thank You for Attending Stay up to date on upcoming webinars by following us @sopheon
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