Strategic Roadmapping - Aligning technology, products and markets

Transcription

1 Strategic Roadmapping - Aligning technology, products and markets Robert Phaal Centre for Technology Management 6 October 2011

2 Strategy and business performance The use of roadmaps is a weak area generally, with on 28% of businesses developing product roadmaps proficiently. About twice as many best performers (38%) use product roadmaps than do worst performers (19%). Cooper & Edgett (2009), Product innovation & technology strategy, Product Development Institute

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4 Motorola Roadmap Matrix Year Tuning Push button Push button - Synthesizers Touch pad - Synthesizers Voice actuated Selectivity Ceramic resonators SAWs Digital signal processors Subcarrier function Stereo Paging Data Maps IC technology Linear 5u CMOS 3u CMOS 1u CMOS Display LEDs Liquid crystal Fluorescence Vehicular LAN Single wire Glass fibre Digital modulation 500 khz bandwidth RECEIVER 1 RECEIVER 2 RECEIVER 3 NEXT GENERATION FUTURE GENERATION PRODUCTS Stereo Plus: Scan Seek Plus: Personal paging Plus: Stock market Road information Remote amplifiers Remote controls A NEW SERVICE Super Hi Fi Local maps Source: Willyard & McClees, 1987

5 Roadmaps as strategic lenses Business / strategic issue Information structure Roadmap lens Graphical style Understanding & communication

6 Roadmaps combine multiple perspectives Functional perspectives (Roadmap architecture) Typical viewpoints Roadmap framework (Supports integrated and aligned strategic and innovation planning) Time Past Short-term Medium-term Long-term Vision Knowledge types When Information types commercial & strategic perspectives Design, development & production perspectives Technology & research perspectives Market Business Product Service System Technology Science Resources Route(s) forward Why Pull What Push How Drivers Strategy Needs Form Function Performance Solutions Capabilities Resources Key questions: 2) Where are we now 3) How can we get there 1) Where do we want to go

7 Roadmaps provide a consistent framework throughout the strategic planning / innovation process Process funnel (e.g. strategy, new product development) Market-Technology, Summary-Detail Iteration Requirements fluid Concepts fuzzy Many unknowns Many options Many assumptions Few constraints Scenarios Effort Time Requirements clear, stable Concepts clear, stable Fewer unknowns, risks understood Fewer options, greater constraints Divergent process Convergent process Explore Shape Plan Implement

8 Roadmaps - a platform for tool integration STEEPI (Social, Technological, Economic, Environmental, Political, Infrastructural Trends & Drivers) Porter s Five Forces Foresight Technology Intelligence SWOT (Strengths, Weaknesses, Opportunities, Threats) Innovation System Structure (taxonomy) Scaleable (hierarchy) Market Business Product Service System Technology Resources t Scenario Linking grids Portfolio Valuation / Balanced scorecard

9 Japanese METI Roadmap

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11 Typical roadmapping workshop activities (Breadth & Depth)

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14 Step 1: summarise key drivers, constraints, assumptions Step 3: Summarise current situation Step 4: Use roadmap structure to map route forward Step 2: Clarify vision & objectives Step 5: Highlight key risks, enablers, barriers, decision points and knowledge gaps

15 T A M Technology Application Market Technology Application Market Opportunity: Team: Date: Step 1: Successful opportunity capture (future application / market / technology scenario) Trends & drivers Regulation Standards Competing firms & technologies Customers Why Future Quantify $ Step 4: Summary Opportunity Business strategy Products Services Sales & marketing Support for customers What Application functionality, performance & format Production Business processes Distribution Supply Finance Skills Research How Sub-system performance requirements First demonstrator Step 2: Steps towards opportunity (stepping stones / demonstrator chain) Time The Challenge where are we now Us State-of-the-art Value context Early / niche opportunities Value capture Business models Sub-systems Value creation IP Funding Partnerships Functionality Performance Demonstrators chain / stepping stones What To whom When How Where Why Actions Step 3: Success factors What can help progress Enablers Strengths What can hinder progress Barriers Weaknesses

16 Commercial Space potential Military potential Current (JPL) Opportunity communication - e.g. digital camera Technical Proof of principle Commercial Space applications Military potential Demo 1 (Kodak) Technical 0.01 megapixel 26 sec exposure Commercial Military applications Press potential < $30K Demo 2 (Canon) Technical 0.5 megapixel Analog electronics Commercial Consumer market Computer market < $500 Demo 3 (Logitech) Technical 0.77 megapixel PC infrastructure COTS developments Commercial Mass market Film displaced < $500 Vision (Fujifilm) Technical 1.5 megapixel Internet COTS developments

17 Aligning central R&D with business innovation in global packaging firm BU 3 (USA, Category B) BU General manager BU General manager BU 4 (USA, Category C) Central Research Group (Europe) Interface managers BU 1 (Europe Region 1, Category A) BU General manager BU General manager BU 2 (Europe Region 2, Category C) Roadmapping used to align R&D portfolio with business unit innovation strategy BU General manager BU 5 (Europe Region 2, Category A)

18 Workshop Activity Strategic Landscape Chemical Industry Futures

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20 Step 1: Idea generation

21 Step 2: Idea capture

22 Resources Technology Applications Industry Trends & Drivers Past years + 5 years + 10 years Vision Social Technological Economic Environmental Trends and drivers that affect chemical industry Political Legal Other Transport Energy Construction & Infrastructure Food & drink Agriculture & Forestry Mining & Primary Manufacturing Fast moving consumer goods Utilities & infrastructure Pharmaceuticals & Medical IT, Communications & Software Defence etc. Processes, products, services, applications and systems developed in response to trends, drivers and emerging technology Process improvement Separation technology Novel catalysis Novel reactions Solvents Feedstocks Biotech Simulation Enabling technology etc. Technology developed to support products, services, applications and systems, or as a result of scientific breakthroughs Skills Finance Infrastructure Partnerships & Supply chain Other Other resources needed for success

23 Key questions Industry trends & drivers - What external factors will affect the chemical industry now and in the future - What will future consumer needs be What future legislation is planned or likely Mobility modes - What types of processes, products, services, applications and systems will we require in the future - What performance and functionality will be required in the short, medium and long term Technology - How do you think technology will evolve to meet future requirements - What technologies are likely to develop or emerge in the short, medium and long term Resources - What else will be important for the future (e.g. skills, finance, alliances, infrastructure)

24 Post-it protocol If possible, indicate known / likely date (or period) - if ongoing trend, estimate when it is likely to become important Date Use arrow to indicate ongoing trend Indicate uncertainty or speculation with Summarise issue, writing clearly Quantify (or estimate), if possible Spell out acronyms

25 Instructions 1) In pairs, discuss and generate 5-10 post-it notes each (covering layers & timeframes; consider linkages) 2) Use roadmap poster to post-it brainstorm ideas: - Trends & drivers for chemical industry ( SEEP ) - Solutions (processes, products, services, applications and systems (infrastructure) required to respond to trends & drivers, or which could be enabled by technology - Technology developments and actions needed to deliver solutions, or emerging technology enabled by scientific developments 3) Highlight issue / opportunity of common concern that could be addressed by industry, government or academia ( arrow post-it notes - one each; prioritise with sticker vote ) Trends & drivers Applications Technology & resources Time Linked concepts For example: Higher oil price drives Increased efficiency which could be satisfied by New catalysts

26 Feedback & discussion Review priority opportunities (arrow post-it notes) Discussion: What have we learned

27 Idaho National Engineering and Environmental Laboratory, emi-web.inel.gov/roadmap/factsheet.pdf

28 Further information Research collaboration opportunities Robert Phaal +44 (0) Education and consultancy services Nick Mann +44 (0)