Overview of roadmapping ‘Fast-start’ workshop methods Examples Summary & questions Topics.

• Overview of roadmapping

• ‘Fast-start’ workshop methods

• Examples

• Summary & questions

Topics

Business Premier Database, Beeton, D (2007)

20051952

0

2500

1945 1987Motorola

Subcarrier function

1982 1983 1984 1985 1986 1987 1988 1989 1990 1991Year

Tuning Push button Push button - Synthesizers Touch pad - Synthesizers Voice actuated

Selectivity Ceramic resonators SAWs Digital signal processors

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

PRODUCTS

RECEIVER 1 RECEIVER 2 RECEIVER 3 NEXT GENERATION FUTURE GENERATION

Stereo Plus: Scan Seek

Plus: Personal paging

Plus:

Stock market Road information Remote amplifiers Remote controls

A NEW SERVICE

Super Hi Fi

Local maps

Subcarrier function

1982 1983 1984 1985 1986 1987 1988 1989 1990 1991Year

Tuning Push button Push button - Synthesizers Touch pad - Synthesizers Voice actuated

Selectivity Ceramic resonators SAWs Digital signal processors

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

PRODUCTS

RECEIVER 1 RECEIVER 2 RECEIVER 3 NEXT GENERATION FUTURE GENERATION

Stereo Plus: Scan Seek

Plus: Personal paging

Plus:

Stock market Road information Remote amplifiers Remote controls

A NEW SERVICE

Super Hi Fi

Local maps

1991ITRS

1997Philips,EIRMA

2003UN

2010?

CTM research• ‘Fast-start’• Customisation• Integration• Visualisation

Information structure

Graphicalstyle

Roadmap‘lens’Business /

strategic issueUnderstanding & communication

Roadmaps as ‘strategic lenses’

Past Short-term Medium-term Long-term Vision

Time

Market

Business

Product

Service

System

Technology

Science

Resources

Functional perspectives(Roadmap

architecture)

Route(s) forward

KnowledgetypesWhen?

What?

How?

Push

Pull

Information types

DriversStrategy

Needs

FormFunction

Performance

SolutionsCapabilitiesResources

Why?

Roadmap framework(Supports integrated and aligned strategic and innovation planning)

Key questions: 2) Where are we now?

3) How can we get there?

1) Where do we want to go?

Typical viewpoints

commercial & strategic

perspectives

Design, development & production perspectives

Technology & research

perspectives

Roadmaps combine multiple perspectives

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

Requirements fluidConcepts fuzzyMany unknownsMany optionsMany assumptionsFew constraintsScenarios

Requirements clear, stableConcepts clear, stableFewer unknowns, risks understoodFewer options, greater constraints

? ?

?

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?

?

?

?

?

?

?

?

?

?

?

?

?

?

?

EffortTime

Divergent process Convergent process

Subcarrier function

1982 1983 1984 1985 1986 1987 1988 1989 1990 1991Year

Tuning Push button Push button - Synthesizers Touch pad - Synthesizers Voice actuated

Selectivity Ceramic resonators SAWs Digital signal processors

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

PRODUCTS

RECEIVER 1 RECEIVER 2 RECEIVER 3 NEXT GENERATION FUTURE GENERATION

Stereo Plus: Scan Seek

Plus: Personal paging

Plus:

Stock market Road information Remote amplifiers Remote controls

A NEW SERVICE

Super Hi Fi

Local maps

Explore Shape Plan Implement

Market-Technology, Summary-Detail

Iteration

Roadmaps provide a consistent framework throughout thestrategic planning / innovation process

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

T-Plan ‘standard’S-Plan

‘Fast-start’ workshop methods

Step 1: Scan (‘Landscape’)- Large group activity- Broad scope- Share and capture perspectives- Link, focus and prioritise

Step 2: Probe (‘Landmark’)- Small group activity- Focused scope- Share and capture expertise- Organise, plan and action

Google Earth

S-Plan workshop process concept

Typical roadmapping workshop activities(Breadth & Depth)

Market /Business

Time

Product /Service /System

Technology

Resources

Past / current

Shortterm

Mediumterm

Longterm Vision

Scatter gun

Pul

l

Pus

h

Pul

lP

ush

Vision driven

Pus

hP

ull

12

3

Forward

Variations of strategic landscape activity

Market & businesstrends & drivers

Valu

e st

ream

s

Non-technicalenablers & barriers

Technicalenablers & barriers

Research &technologyprogrammes

Products /services

Businesses /facilities

Technology / IP

Cost / risk reduction

Strategic position

Past Short-term Medium-term Long-term Vision

‘Context’Social, technological, economic, environmental & political trends & driversCustomer & competitor intelligenceBusiness strategy, objectives & milestones

Potential ‘value’RevenueCost reductionOther advantages

TechnologyMilestones, investment, capabilities

The richer the picturethe more likely it is thatvalue will be generated

Enablers & barriersComplementary technologies, systems / alternativesRisks, barriers and potential problems

Market Pull

Technology Push

Developed in collaboration with BAE SYSTEMS

Value roadmapping variant

1

2

3

4

http://www.foresightvehicle.org.uk/

Roadmaps a tactical and strategic tool

Workshop 1: Transport

Workshop 2: Secure environment

Workshop 3: Sustainable consumption & Production

Workshop 4: Emerging energy technologies

Workshop 6: Intelligent connected world

Workshop 5: Healthcare & Bio-science

Serie

s of

wor

ksho

ps e

xplo

ring

met

rolo

gy a

spec

ts o

f var

ious

sec

tors

Workshop 7: Design Engineering & Advanced manuf’g

Workshop 8: Built Environment

Workshop 9Cross-cutting

Metrologythemes &priorities

www.technology-roadmaps.co.uk

UK Measurement & Standards for Emerging Technologies (MSET) - 2006

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

Roadmapping - a combination of explorer’s sketch map and battle plan

“It is a simple task to make things complex, but a complex task to make them simple”

(Dettmer, 1998)

Thank you

Questions?

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