Phaal Road Mapping A 38

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19.-22.2.
2007, Bratislava, Slovakia
Centre for Technology Management
2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19.-22.2.2007, Bratislava, Slovakia
Aims
To provide: An introduction to the theory and practice of technology roadmapping
14:00 15:30 16:00 Part A: Technology roadmapping - principles, process & examples - Overview of roadmapping: history, concepts and examples - T-Plan fast-start approach Break Part B: Case example - Industrial coding company - Discussion points - Concluding remarks Part C: group work - planning a roadmapping activity Close
2
17:00 17:30
Overview of roadmapping: History, concepts and examples
Motorola Roadmap Matrix

Year
Tuning
- summary of product plans and technology forecast

1982 1983 1984 1985 1986 1987 1988 1989
Push button Push button - Synthesizers Touch pad - Synthesizers
1990
1991
Voice actuated
Selectivity
Subcarrier function IC technology Display Vehicular LAN Digital modulation
Ceramic resonators
Stereo Linear LEDs 5u CMOS
SAWs
Paging 3u CMOS Liquid crystal Single wire
Digital signal processors

Data 1u CMOS Fluorescence Glass fibre 500 kHz bandwidth Maps
RECEIVER 1 PRODUCTS
Stereo
RECEIVER 2
Plus: Scan
RECEIVER 3
Plus: Personal paging
NEXT GENERATION Plus:

Stock market Road information Remote amplifiers Remote controls
FUTURE GENERATION A NEW SERVICE

Super Hi Fi Local maps
Seek
Source: Willyard & McClees, 1987
Roadmapping - Planning for the Future

Market
M1 M2
Time
Product
T1
P1
P2
P3 P4
Technology
RD 1
T2 T3 RD 2 RD 3 RD 4 RD 5 T4 RD 6
R&D programmes
Resources
Capital investment / finance Supply chain Staff / skills

5
Roadmapping - Links future to present

Market
M1 M2
Time
Product
P1
P2
P3
Technology
Where are we now?

T1 RD 1 RD 2
R&D programmes
How can we get there?

T2 T3 RD 4 RD 3 RD 5
Where do we want to go?

T4 RD 6
P4
Resources
Capital investment / finance Supply chain Staff / skills

6
Evolution of technology roadmapping

1970
Strategic planning
1997
Cambridge
1980
1990
2000
Fast-start Generalisation 2010 Customisation
Motorola develops technology roadmapping approach
Co-evolution
Take up in electronics sector, defence and aerospace
Semiconductor Technology Roadmap
Take up in other sectors - companies - consortia - government
Roadmapping approach supports integrated strategic planning
Forecasting
Policy
Science fiction
Foresight
Futures & Scenario planning
7
Roadmapping Google index

TM
Feb 04 May 04 Aug 04 technology roadmapping technology roadmap roadmapping innovation roadmapping innovation roadmap business roadmapping business roadmap strategic roadmapping strategic roadmap technology route mapping technology route map 3,500 52,400 12,200 40 733 122 6,740 225 4,680 24 72 3,550 56,800 14,000 43 609 149 4,810 176 5,150 25 132 3,850 63,300 15,400 43 843 171 4,550 319 5,170 47 97
Nov 04 11,200 153,000 38,100 71 1,190 245 11,700 559 13,000 24 119
Feb 05 May 05 Aug 05 9,680 175,000 41,600 134 1,300 240 11,000 677 15,300 25 107
8,420 164,000 46,800 71 726 188 8,870 507 19,000 17 72 10,800 168,000 67,800 10 3,710 256 9,210 3,910 22,000 26 94
Roadmapping Google index #2

TM
Feb 04 science roadmap program roadmap market roadmap industry roadmap customer roadmap product roadmap service roadmap production roadmap enterprise roadmap application roadmap process roadmap design roadmap engineering roadmap policy roadmap infrastructure roadmap risk roadmap investment roadmap roadmap for peace -
May 04 -
Aug 04 674 714 488 2,640 111 26,800 803 154 356 5,570 712 881 945 1,690 587 73 403 9,850
9
Nov 04 1,230 821 1,720 6,420 174 61,200 1,090 207 463 5,180 880 1,210 631 5,840 747 70 557 18,900
Feb 05 820 797 1,850 7,250 182 72,300 1,050 222 494 5,220 1,440 1,210 1,310 4,940 845 69 622 17,900
May 05 727 514 1,690 8,680 149 97,300 983 218 467 5,210 551 1,130 1,050 643 781 80 550 15,800
Aug 05 588 792 1,790 8.090 193 120,000 1,040 363 672 5,400 749 1,280 651 880 850 81 649 16,500
Time is a key dimension

Uncertainty / risk of prediction / investment
Short term Medium term
New (?): - Markets - Products - Technologies - Capabilities - Organisational structures - Distribution channels - Competition
Long term
Operations
What to manufacture? How many of each model? What materials to order?
Innovation
Which products? Which markets? What cost?
Strategy
Which technologies?
Time
quantitative focus
qualitative focus
10
Lucent Technologies technology roadmapping approach
Source: Richard Albright, The Albright Strategy Group, www.albrightstrategy.com
11
Lucent Technologies technology roadmap
12
Albright & Kappel (2003)
Example: Display technology
13
www.modilis.com/roadmap.htm
www.ams.mod.uk
UK Ministry of Defence example technology roadmap

14
[Fictional]
UK Ministry of Defence example technology roadmap

Risk 1
Key decision point Risk 3 Risk 2 Key decision point Key Risk 4 decision point Centre for Technology Management
Key decision point Risk 10 Risk 8 Risk 9
Risk 5
15
Risk 7
Technology roadmapping process

Benefits
Facilitate the integration of new technology into the business Support for company strategy and planning processes Identify new business opportunities for exploiting technology Provide top level information on the technological direction of the business Support communication and co-operation within the business Identify gaps in market and technical knowledge Support sourcing decisions, resource allocation, risk management and exploitation decisions High-level integrated planning and control - a common reference / framework
16
Roadmapping vs. strategic planning process

Process funnel (e.g. strategy, new product development)
Requirements fluid Concepts fuzzy Many unknowns Many options Many assumptions Few constraints Scenarios
Time, effort, iteration
Requirements clear, stable Concepts clear, stable Fewer unknowns, risks understood Fewer options, greater constraints
Year
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
Tuning
Push button Ceramic resonators Stereo Linear LEDs
Push button - Synthesizers SAWs Paging 5u CMOS Liquid crystal 3u CMOS
Touch pad - Synthesizers
Voice actuated
? ?
Selectivity Subcarrier function IC technology
Digital signal processors Data 1u CMOS Fluorescence Single wire Glass fibre 500 kHz bandwidth Maps
? ? ? ? ? ? ? ? ? ? ? ?
Display Vehicular LAN Digital modulation
RECEIVER 1
RECEIVER 2 Plus: Scan Seek
RECEIVER 3 Plus: Personal paging
NEXT GENERATION Plus: Stock market Road information Remote amplifiers Remote controls
FUTURE GENERATION A NEW SERVICE Super Hi Fi Local maps
? ?
PRODUCTS
Stereo
Divergent process
17
Convergent process
Roadmapping & other management tools / approaches

STEEPI
(Social, Technological, Economic, Environmental, Political, Infrastructural Trends & Drivers)
Porters Five Forces
Foresight Technology Intelligence Scenario
SWOT
(Strengths, Weaknesses, Opportunities, Threats)
Innovation System Structure (taxonomy) Scaleable (hierarchy)
Market Business Product Service System
Technology Resources
Linking grids
Portfolio
Valuation / Balanced scorecard
18
T-Plan fast-start approach
19
Roadmapping challenges
50 45 40
Response (%) 35 30 25 20 15 10 5 0 Starting up Developing a Roll-out of Keeping the the TRM robust TRM the TRM TRM process process process process 'alive' on an ongoing basis
20
Other
Source: CTM survey, 1999
T-Plan aims
To support the start-up of company-specific TRM processes
To establish key linkages between technology resources and business drivers

To identify important gaps in market, product and technology intelligence To develop a first-cut technology roadmap
To support technology strategy and planning initiatives in the firm

To support communication between technical and commercial functions
Prof Akio Kameoka
21
T-Plan Applications
Sector / product
Industrial coding (x3) Postal services (x10) Security / access systems Labelling software Surface coatings Medical packaging (x2) Automotive sub-systems Power transmission Railway infrastructure (x3) National infrastructure Building controls Road transport (x2) Technical consulting (x12) Automotive / Aerospace Academic (x3) Biochemicals Satellite navigation Food processing (x5) Pneumatic systems Emerging technologies Automotive Retail Construction Chemicals Defence Packaging (x4) Packaging Energy distribution Defence Satellites Food processing Sustainable development
Aims
Product / technology planning Integration of R&D into business; business planning Product / technology planning Product / technology planning New product development process Business reconfiguration Service development & planning Business opportunities of new technology Capital investment planning and technology insertion Research programme planning New product / service opportunity; business reconfiguration Defining the national research agenda for the sector New product / service development, strategy Corporate co-operation and synergy Strategic planning Research priorities / network development Research priorities / network development Research priorities / network development Innovation strategy Research priorities Innovation opportunities Business and product strategy Global production strategy Research priorities Technology valuation Technology development & exploitation, innovation, strategy Sector level trends Asset management strategy Development of roadmapping system Innovation opportunities & synergy Product / technology planning Regional development
Variety of sectors, company sizes and types, products and services and technologies
Variety of strategic business goals and contexts
22
Standard and customised process

Roadmapping
Standard process Integrated product-technology strategic planning
Planning
Customised process
Roll-out
General strategic planning
23
Standard process: 4 half-day workshops

Workshop 1 Market
Performance dimensions Market / business drivers Prioritisation SWOT Gaps
Workshop 2 Product
Product feature concepts Grouping Impact ranking Product strategy Gaps
Workshop 3 Technology
Technology solutions Grouping Impact ranking Gaps
Workshop 4 Roadmapping
Linking technology resources to future market opportunities Gaps
Setting up the process
Managing the process
Following on from the process
24
Roadmap structuring and prioritisation

Technology Roadmap
time
Business / Market drivers Product features
Business / Market
Technology / Resources
Analysis Grids
25
Technology solutions
Product / Service / Production
Product features
2006 Technology Foresight Training Programme Market Softco Module 4: Technology Foresight for Corporate Managers, 19.-22.2.2007, Bratislava, Slovakia
Example Market-Product grid (Softco)

9 9 10 10 7 10 6 2 1 8 2 4 6 7 5 5 7 7 9
Ranking: =1 = -1
Prioritisation: Major Pharmaceutical: (scale of 10) CRO:
10
1. Time to market of drug
D. Motivation of staff
5. Leading edge
B. No. 1
1. Security 2. Validated software 3. Compliance *
5.5 4.7 8.7 5.0 10.0 9.6 ** 5.9 6.8 0.7

26
4.8 4.2 8.3 4.1
4. Services
5. Data management 6. Labelling 7. Global solution 8. Flexible implementation 9. Softco requirements 10. User friendly
10.0
9.9 5.8 7.5 0.8
3.2 * 1 for difficulty, 2 for size ** Payback later
4.2
Softco
4.5 1.1 4.9 3.8 3.0 9.5 2.5 10.0 2.7 5.2
CRO
Product Feature Concepts
Major Pharmaceutical
2. Integrity of trial
4. Globalisation
8. Future proof
C. Time to market
3. Cost of trial
7. Connectivity
6. Ease of use
A. Reusability
Market / Business Drivers
E. Improving bottom line
1 year after release
Cell scores x Driver priority

Normalised: max score = 10
2006 Technology Foresight Training Programme ExampleTechnology Foresight for Corporate Managers, 19.-22.2.2007, Product-Technology grid (Softco) Module 4:
Bratislava, Slovakia
Prioritisation: Major Pharmaceutical: - from Grid 1 CRO: (scale of 10) Sofco
5.5 4.8 4.5
4.7 4.2 1.1
8.7 8.3 4.9
5.0 4.1 3.8
10.0 10.0 3.0
9.6 9.9 9.5
5.9 5.8 2.5
6.8 7.5 10.0
0.7 0.8 2.7
8. Flexible implementation
3.2Ranking: 4.2 = 1 = -1 5.2 Cell scores x Driver priority Normalised: max score = 10
9. Softco requirements
2. Validated software
5. Data management
1. Alliances 2. System architecture
7.8 10.0
7.6 10.0 7.2 6.8 6.4 8.4 8.2
3. Design
4. Soft technologies 5. Output technologies 6. Securing technologies
7.1
6.9 6.4 8.6 ** * must have ** -ve re-use past, + re-use future
27
7. Core technologies (re-use)
8.3
Softco
7.2 10.0 7.1 6.5 6.3 7.6
Technology Areas
Major Pharmaceutical
7. Global solution
10. User friendly
3. Compliance
Product Feature Concepts

1. Security
4. Services
6. Labelling
CRO
7.5
Example first-cut technology roadmap (Softco) 2006 Technology Foresight Training Programme
Year 0
Module 4: Technology Foresight for Corporate Managers, 19.-22.2.2007, Year 1 Phase 1 Phase 2 Phase 3 Year 2 Phase 4 Bratislava, Slovakia
Legislation? Audit trail Validated Ver. 1 Validated Ver. 2 Advanced automation Multi-level training Upgrade path for existing users Statistical analysis Label design module Other barcode types Inter-site User-docs security (EU lang) Windows platform support Software protection
TA2 TA7
Phase 5 Year 3
Market / Business
1. Security 2.Validated Software
User rights
Competitor threat Time out security levels
Competitor threat? Market launch
Version 1 release Price: 10 -15K/seat
Digitally signed labels
TA6
Digital signatured audit trail TA6 Validated Ver. 330 Enhanced randomisation User group & conference Billing & inventory management Label set libraries Web enabled
Watermarked forms & reports

TA5 TA6
Database escrow TA6 Biometric passwords
Product Features
3. Compliance 4. Services 5. Data Management 6. Labelling 7. Global Solution 8. Flexible Implementation 9. Company Requirements
Protocol design module
Randomised design package
Form printing
TA5
Graphic representation of R&S phrases
User formatting tool for forms
Global support
TA1
Validated protocol design module Labelling libraries

TA7
Multi-language database
Secure archiving
Printer XML data independent format

TA2
Windows Code 39 & 128 Blinded printers: PDF 417 labels PS / PCLS / PDF barcodes TA7
UNICODE
TA2
TA1
EU lang Email modules notificafor UI tions
User-docs XML data import / export (Far East)

TA1
Far East TA1 language modules for UI Internet compatible
WAP
Customisable
TA2
Multiple platform support
10. User Friendly
User documentation
Domain expert partner Network of contacts Legal expertise Database partners (harmonised phrases & legislation) Appoint distributors outside UK
Protocol design wizards

Enhanced network of contacts ERP link TCP / IP CGI / ISAPI
On-line tutorials
Technology Areas
1. Alliances 2. Sys. Arch. 3. Design 4. Soft Tech. 5. Output Tech.
CH / JAVA / CORBA component architecture A spec. Dev. Team stability Platform independent design Mngmnt team leader Modular design UML / OOD Build from source Test plan Develop sales model eChem tech. ISO 9000 TickIT Enhanced report generation 24 hour support
Validatable GNP procedures (FDA)
Internet updates
Enhanced development team stability
Report generation
6. Securing Tech.
7. Core Tech.
Rapid & Pipe ++
Write once technology
Scanning & storage of hand-written forms
Raise Other Recruitment x million New software & building management Centre Resources for Technology Management
28
TAx = link to Technology Area x
S-Plan approach enables the fuzzy front end to be explored,

to identify and appraise strategic & innovation options & opportunities
Process funnel (e.g. strategy, innovation, new product development)
Pilot
S-Plan
T-Plan standard
29
Planning
Focus, scope, aims Roadmap architecture Process / agenda Participants Logistics Preparation
S-Plan workshop process for opportunity identification and exploration

Workshop
Review
Review learning (about organization and roadmapping process) Review actions, progress and way forward
a) Strategic landscape
Present functional perspectives Capture these and other views on roadmap wall chart Identify, review and prioritise key issues
b) Identify innovation opportunities

Identify and prioritise opportunities and strategic options
c) Explore priority opportunities

In small groups, use roadmap to define opportunity, explore way forward and identify key issues Feedback & review Repeat, as time allows
d) Way forward
Review opportunities and agree way forward / actions Review and agree how to take roadmapping forward, in context of strategic planning and innovation / NPD process
30
2005
Q1
Market Environment Trends & Drivers (macro level)
- Social, Technological, Economic, Environmental, Political
2006
Q3
2007
2008
2009
Q4 Q1 Q2 Q3 Q4
Q2
Sector trends Competitors
System integrator
Module integrator Manufacturer Business (strategy & goals) Programmes
The roadmap architecture is key, providing a structure and common language to support the capture and sharing of diverse perspectives
Architecture example Context: High tech start-up company, focusing on one product platform in the electronics sector System integrator Features of architecture: The company is several stages removed from the end consumer in the value chain, Module integratorso additional layers have been included in the roadmap near the top to ensure that the / manufacturer demand-side requirements and drivers can be mapped and understood The high level product layer (and the associated manufacturing process) is separated into two broad categories, allowing major programmes to be shown, together with the process performance targets for the planned product developments The components that comprise the product are shown, including related activities and services Suppliers are critical for achieving the business goals, and so this aspect is given prominence through its own layer The time horizon includes details of quarterly periods, looking forward five years, to ensure that shareholder expectations are clearly represented
31
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19.-22.2.2007, Bratislava, Slovakia
Vision
Products
Performance
Display size Resolution Colour Update Flexibility
Product design qualification Process qualification Product Components Technology Components

Resources / Other
Customer business case Commercial framework Tech transfer Design services On site fab support Test solutions Mobility Line width Material flexibility Technology area X Sheet Technology area Y
Supply dependences People Facilities Centre Finance
for Technology Management
Start with Perspectives Presentations
Priority Issues and Actions

Short Term (0-1yr) xxx xxx xxx. Medium Term (2-3yrs) xxx Long Term (4-10yrs) xxx xxx xxx. xxx xxx
xxx
xxx. xxx xxx
xxx
xxx
captured on roadmap wall chart
Module 4: Technology Foresight for Corporate Managers, 19.-22.2.2007, want to be in Where we are now GAP Where we Bratislava, Slovakia future Innovating/own IP Market and Application
2006 Technology Foresight Training Programme
Manufacturer No Growth
Business / Market
Contract Developer No IP pipeline (Risk averse)
Knowledge Understanding risk Track Record In R&D/ picking winners Sufficient resources to accommodate necessary failures IP generation Experience in Regulation & Application No product pipeline Resourcing for R&D
Exploiter/Deliverer Fast growth Riskier Good Manufacturer
Devices
Capability / Products
Market area 1 Market area 2 Manufacture and assembly Regulatory Device know-how
Advanced products New products
Science Gap
Technology (Critical)
Key technology area 1 Phys & Chem. Sci Engineering & Manufacturing
Eng. Sci & Dev Eng. Manufacturing know how Analytical services/extractables
No Funnel
Which elements of tech are critical Lack of market understanding Man Tech/S&T interface / Resources
Two companies At least two cultures
Dealmaking/IP generation exploitation skills

Risk taking/empowerment Entrepreneurship Institutionalised geographic separation
33
Three cultures - Ops/PM/R&D One company (coherent) High reward - high performance networked and knowledge-based
Organisation
Hierarchical/rigid Ops dominated
Market
2006 Technology Foresight Training B and key application Identify future of market sectors A & Programme Module 4: Technology Foresight for Corporate Managers, 19.-22.2.2007, Bratislava, Slovakia Establish contacts with key consumer groups
Establish contacts with key stakeholder groups 1, 2 & 3
Business Product
Survey customers for their requirements Communicate strategy (shareholders) Resource planning IT strategy Agree and communicate strategy Identify resource requirements and start recruitment and training Focussed review of informatics & formulation resource needs (people/facilities) Communicate market knowledge Review project portfolio - focus on critical few (matching market / stop doing some things) Generate key technology strategy and timeline Develop knowledge management tools Establish R&D organisation
Technology
Organisation
Clarify roles and relationships S&T/R&D/Advanced Services/Man Tech Develop organisation objectives / vision metrics Succession management Develop and implement skills Design, train and implement culture change
34
Roadmaps combine multiple perspectives

Perspective
Market Commercial Business Product Service System
Current
Now
Business Market (Internal) (external)
Route forward
+2y +5y
Vision
Time
+ 10 y
Fundamental questions When? Why? Pull
Information type
Drivers
Drivers Strategy Needs Form Function Performance Solutions Capabilities Resources
Technology Infrastructure Resources
Technology
Roadmap framework supports management of strategic innovation
Product
What? Push
How?
Resources / Other
35
Planning
(customisation checklist)
Context: focus, scope, aims and resources Roadmap architecture Process
Standard process: - Follow the guide Customised process: - Creative and collaborative design activity
Participants
Workshop scheduling
Integration: systems, processes & information
Preparatory work
36
Summary & Conclusions
37
Roadmapping success factors

Response (%) 0 Clear business need Desire to develop effective business processes Company culture & politics supported participation / progress Right people / functions were involved Commitment from senior management Required data / information / knowledge available Timing of initiative was appropriate 10 20 30 40 50 60 70 80
Clear and effective process for developing TRM

Effective tools / techniques / methods Effective facilitation / training Other
38
Source: CTM survey, 1999
Roadmap maturity model

Programme management Project management
3
2 Synchronise
Product planning
Measure:
Corporate planning
Forecasting
1 Understand
Simplification Competitive analysis
Persuade
Resource allocation
Portfolio management
Measure:
Measure:
Accuracy and clarity
Aligned priorities & decisions
Ongoing co-ordination
Fast-Start
Roadmapping influence
39
Kappel, 2001 (Lucent Technologies)
40
Conclusions
Benefits of roadmapping:
A focus for integrated strategic planning Can be applied in a wide range of contexts Supports communication and network development
Challenges of roadmapping:
Not a magic bullet - initially more questions than answers likely Maintaining the process - the real benefit lies in its ongoing use The process and roadmap typically need to be customised
41
Useful references
Willyard and McClees (1987), Motorola's Technology Roadmap process, Research Management, Vol 30, No 5, pp13-19 EIRMA (1997) Technology Roadmapping - delivering business vision, Working Group Report No 52 Groenveld (1997) Roadmapping integrates business and technology, Research Technology Management, Vol 40, No. 5, pp. 48-55 Kostoff, R.N. (1997), Science and Technology Roadmaps, Defense Technical Information Center, http://www.dtic.mil/dtic/kostoff/index.html Garcia & Bray (1997) Fundamentals of technology roadmapping, Sandia National Lab, http://www.sandia/gov SAND97-0665 Schaller(1999) master roadmap bibliography: http://mason.gmu.edu/~rschalle/master.html Kappel (2001) Perspectives on roadmaps: how organizations talk about the future, Journal of Product Innovation Management, Vol 18, pp39-50
Research Technology Management - special edition on technology roadmapping, Vol. 42 & 43, No. 2, March 2003/4 (11 papers, including Domino Printing Sciences, Lucent Technologies, Roche and Rockwell Automation experience)
Technology Forecasting and Social Change - special edition on technology roadmapping, Vol. 71, No. 1-2 , nine papers OEM Roadmaps - lots of links to (mainly) sector roadmaps: http://www.oemroadmaps.com US Department of Energy guide to applying science and technology roadmapping in environmental management (Draft), DoE-EM50, July 2000, http://emi-web.inel.gov/roadmap/links.html
Australian guide to developing technology roadmaps - technology planning for business competitiveness, August 2001: http://industry.gov.au/library/content_library/ 13_technology_road_mapping.pdf
Industry Canada - Technology roadmapping - a strategy for success, including a guide for government employees: http://strategis.ic.gc.ca/epic/internet/intrm-crt.nsf/vwGeneratedInterE/Home
42

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2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19.-22.2.

2007, Bratislava, Slovakia

Centre for Technology Management

Centre for Technology Management

Overview of roadmapping: History, concepts and examples

Centre for Technology Management

Motorola Roadmap Matrix

- summary of product plans and technology forecast

Digital signal processors

NEXT GENERATION Plus:

FUTURE GENERATION A NEW SERVICE

Source: Willyard & McClees, 1987

Centre for Technology Management

Roadmapping - Planning for the Future

Capital investment / finance Supply chain Staff / skills

Centre for Technology Management

Roadmapping - Links future to present

Where are we now?

How can we get there?

Where do we want to go?

Capital investment / finance Supply chain Staff / skills

Centre for Technology Management

Evolution of technology roadmapping

Fast-start Generalisation 2010 Customisation

Motorola develops technology roadmapping approach

Take up in electronics sector, defence and aerospace

Semiconductor Technology Roadmap

Take up in other sectors - companies - consortia - government

Roadmapping approach supports integrated strategic planning

Centre for Technology Management

Roadmapping Google index

Centre for Technology Management

Roadmapping Google index #2

Centre for Technology Management

Time is a key dimension

Centre for Technology Management

Lucent Technologies technology roadmapping approach

Source: Richard Albright, The Albright Strategy Group, www.albrightstrategy.com

Centre for Technology Management

Lucent Technologies technology roadmap

Centre for Technology Management

Albright & Kappel (2003)

Example: Display technology

Centre for Technology Management

UK Ministry of Defence example technology roadmap

Centre for Technology Management

UK Ministry of Defence example technology roadmap

Key decision point Risk 10 Risk 8 Risk 9

Technology roadmapping process

Centre for Technology Management

Roadmapping vs. strategic planning process

Process funnel (e.g. strategy, new product development)

Time, effort, iteration

Push button Ceramic resonators Stereo Linear LEDs

Push button - Synthesizers SAWs Paging 5u CMOS Liquid crystal 3u CMOS

Touch pad - Synthesizers

Selectivity Subcarrier function IC technology

Display Vehicular LAN Digital modulation

RECEIVER 2 Plus: Scan Seek

RECEIVER 3 Plus: Personal paging

FUTURE GENERATION A NEW SERVICE Super Hi Fi Local maps

Roadmapping & other management tools / approaches