2006 Technology Foresight Training Programme Module 4 Technology

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia 1 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 theory and practice of technology roadmapping 14: 00 15: 30 16: 00 17: 30 Part A: Technology roadmapping - principles, process & examples - Overview of roadmapping: history, concepts and example - 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 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Overview of roadmapping: History, concepts and examples 3 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Motorola Roadmap Matrix - summary of product plans and technology forecast Year Tuning Selectivity 1982 Push button Display 1984 1985 1987 LEDs 1990 Voice actuated Data Maps 3 u CMOS 1 u CMOS Liquid crystal Vehicular LAN Fluorescence Single wire Digital modulation PRODUCTS 1989 Digital signal processors Paging 5 u CMOS 1988 Touch pad - Synthesizers SAWs Stereo Linear 1986 Push button - Synthesizers Ceramic resonators Subcarrier function IC technology 1983 Glass fibre 500 k. Hz bandwidth RECEIVER 1 RECEIVER 2 RECEIVER 3 Stereo Plus: Scan Personal paging Seek 4 Centre for Technology Management NEXT GENERATION FUTURE GENERATION Plus: A NEW SERVICE Stock market Road information Remote amplifiers Remote controls Super Hi Fi Local maps Source: Willyard & Mc. Clees, 1987

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Roadmapping - Planning for the Future Time M 1 Market P 1 Product P 2 P 3 P 4 T 1 Technology R&D programmes M 2 T 3 RD 1 Resources RD 2 T 4 RD 3 RD 6 RD 5 Capital investment / finance Supply chain Staff / skills 5 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Roadmapping - Links future to present Time M 1 Market P 1 Product Where are Technology we now? T 1 R&D programmes M 2 RD 1 Resources RD 2 P 2 How can we get there? T 2 T 3 RD 4 RD 3 P 4 Where do we want to go? T 4 RD 6 RD 5 Capital investment / finance Supply chain Staff / skills 6 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Evolution of technology roadmapping Cambridge 1997 1970 1980 Strategic planning 1990 Motorola develops technology roadmapping approach Take up in Semiconductor electronics Technology Roadmap sector, defence Take up in and other sectors aerospace - companies - consortia - government Co-evolution Forecasting Policy Foresight Science fiction Futures & Scenario planning 7 Centre for Technology Management Fast-start Generalisation 2000 Customisation Roadmapping approach supports integrated strategic planning

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Roadmapping “Google index” TM Feb 04 May 04 Aug 04 Nov 04 Feb 05 May 05 Aug 05 “technology roadmapping” “technology roadmap” “roadmapping” “innovation roadmap” “business roadmapping” “business roadmap” “strategic roadmapping” “strategic roadmap” echnology 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 8 Centre for Technology Management 3, 850 63, 300 15, 400 43 843 171 4, 550 319 5, 170 47 97 11, 200 9, 680 8, 420 10, 800 153, 000 175, 000164, 000168, 000 38, 100 41, 600 46, 800 67, 800 134 71 71 10 1, 190 1, 300 726 3, 710 240 188 245 256 11, 700 11, 000 8, 870 9, 210 677 507 559 3, 910 13, 000 15, 300 19, 000 22, 000 25 17 24 26 107 72 119 94

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Roadmapping “Google index” #2 TM Feb 04 May 04 Aug 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” - - 674 714 488 2, 640 111 26, 800 803 154 356 5, 570 712 881 945 1, 690 587 73 403 9, 850 9 Centre for Technology Management Nov 04 Feb 05 May 05 Aug 05 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, 900 820 797 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, 900 727 514 1, 690 8, 680 149 97, 300 983 218 467 5, 210 551 1, 130 1, 050 643 781 80 550 15, 800 588 792 1, 790 8. 090 193 120, 000 1, 040 363 672 5, 400 749 1, 280 651 880 850 81 649 16, 500

Uncertainty / risk of prediction / investment 2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Time is a key dimension… Short term Operations What to manufacture? How many of each model? What materials to order? Medium term Innovation Which products? Which markets? What cost? Strategy Which technologies? qualitative focus quantitative focus 10 Centre for Technology Management Long term New (? ): - Markets - Products - Technologies - Capabilities - Organisational structures - Distribution channels - Competition Time

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia ucent Technologies’ technology roadmapping approac Source: Richard Albright, The Albright Strategy Group, www. albrightstrategy. com 11 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Lucent Technologies technology roadmap 12 Centre for Technology Management Albright & Kappel (2003)

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Example: Display technology 13 Centre for Technology Management www. modilis. com/roadmap. htm

www. ams. mod. uk Ministry of Defence example technology roadm 2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia 14 Centre for Technology Management

[Fictional] Ministry of Defence example technology roadm 2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Risk 1 Risk 3 Key decisi on point Key decision point Risk 8 Risk 9 Risk 2 Key decision point Key decisio n Centre for Technology Management Risk 10 Risk 5 Risk 4 15 Risk 7

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia 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 managemen and exploitation decisions High-level integrated planning and control - a common reference / framework 16 Centre for Technology Management

Roadmapping vs. strategic planning proces 2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Process funnel (e. g. strategy, new product development Requirements fluid Concepts fuzzy Many unknowns Many options Many assumptions Few constraints Scenarios Requirements clear, stable Time, effort, iteration Concepts clear, stable Fewer unknowns, risks understood Fewer options, greater constraints Year 1982 Tuning ? ? Selectivity ? ? ? Display ? ? ? 1984 1986 5 u CMOS Data 3 u CMOS ? ? ? Divergent process Centre for Technology Management ? ? 17 PRODUCTS Maps Fluorescence Single wire Digital modulation ? 1989 1 u CMOS Liquid crystal Vehicular LAN 1988 Voice actuated Digital signal processors Paging LEDs 1987 Touch pad - Synthesizers SAWs Stereo Linear 1985 Push button - Synthesizers Ceramic resonators Subcarrier function IC technology 1983 Push button Glass fibre 500 k. Hz bandwidth RECEIVER 1 RECEIVER 2 RECEIVER 3 Stereo Plus: Scan Personal paging Seek NEXT GENERATION FUTURE GENERATION Plus: Stock market Road information Remote amplifiers Remote controls A NEW SERVICE Super Hi Fi Local maps Convergent process 1

Roadmapping & other management tools / approaches 2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia STEEPI (Social, Technological, Economic, Environmental, Political, Infrastructural Trends & Drivers) Foresight Porter’s Five Forces Technology Intelligenc SWOT (Strengths, Weaknesses, Opportunities, Threats) Innovation System Structure (taxonomy) Scaleable (hierarchy) t Market Business Scenario Product Service System Technology Resources Portfolio Linking grids 18 Centre for Technology Management Valuation / Balanced scorecard

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia T-Plan ‘fast-start’ approach 19 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Roadmapping challenges 50 Response (%) 45 40 35 30 25 20 15 10 5 0 Starting up Developing a Roll-out of Keeping the TRM robust TRM the TRM process 'alive' on an ongoing basis 20 Centre for Technology Management Other Source: CTM survey, 1999

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia T-Plan aims • To support the start-up of company-specific TRM proce • To establish key linkages between technology resource 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 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia T-Plan Applications Sector / product Aims • • • • • • • • - Industrial coding (x 3) Postal services (x 10) Security / access systems Labelling software Surface coatings Medical packaging (x 2) Automotive sub-systems Power transmission Railway infrastructure (x 3) National infrastructure Building controls Road transport (x 2) Technical consulting (x 12) Automotive / Aerospace Academic (x 3) Biochemicals Satellite navigation Food processing (x 5) Pneumatic systems Emerging technologies Automotive Retail Construction Chemicals Defence Packaging (x 4) Packaging Energy distribution Defence Satellites Food processing Sustainable development Variety of strategic business goals and contexts Product / technology planning Integration of R&D into business; business 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 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 22 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Standard and customised process Roadmapping Standard process Planning Integrated product-technology strategic planning Roll-out Customised process General strategic planning 23 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia tandard process: 4 half-day workshops Workshop 1 Market • Performance dimensions • Market / business drivers • Prioritisation • SWOT • Gaps • Setting up the process Workshop 2 Product Workshop 3 Technology • Product feature concepts • Grouping • Impact ranking • Product strategy • Gaps • Managing the process 24 Centre for Technology Management • Technology solutions • Grouping • Impact ranking • Gaps Workshop 4 Roadmapping • Linking technology resources to future market opportunities • Gaps • Following on from the process

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Roadmap structuring and prioritisation Technology Roadmap time Business / Market Technology / Resources Product features Technology solutions Product / Service / Production Analysis Grids 25 Centre for Technology Management Product features Business / Market drivers

Example Market-Product grid (Softco) 2006 Technology Foresight Training Programme Market Softco Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia 6 5 7 7 9 6 Ranking: 10= 1 = -1 Cell scores x Driver priority Normalised: max score = 10 8. 3 4. 9 4. Services 5. 0 4. 1 3. 8 5. Data management 10. 0 3. 0 6. Labelling 9. 6 9. 9 9. 5 5. 9 5. 8 2. 5 8. Flexible implementation 6. 8 7. 5 10. 0 9. Softco requirements 0. 7 0. 8 2. 7 3. 2 4. 2 5. 2 * 3. Compliance ** 7. Global solution 10. User friendly Centre for Technology Management C. Time to market 8. 7 B. No. 1 1. 1 A. Reusability 4. 2 8. Future proof 4. 7 7. Connectivity 2. Validated software 6. Ease of use 4. 5 5. Leading edge 4. 8 4. Globalisation 5. 5 3. Cost of trial 1. Security Product Feature Concepts 2. Integrity of trial Softco 2 4 CRO 1 8 Major Pharmaceutical 6 2 1 year after release 7 10 E. Improving bottom line 10 10 D. Motivation of staff Market / Business Drivers 9 9 1. Time to market of drug Prioritisation: Major Pharmaceutical: (scale of 10) CRO: 26 * 1 for difficulty, 2 for ** size Payback later

2006 Technology Foresight Training Programme Example Product-Technology grid (Softco) Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, 5. 9 5. 8 2. 5 6. 8 Ranking: 0. 7 3. 2 7. 5 = 0. 8 1 = 4. 2 -1 10. 0 2. 7 5. 2 Cell scores x Driver priority Normalised: max score = 10 CRO Softco Major Pharmaceutical 9. 6 9. 9 9. 5 10. User friendly 10. 0 3. 0 9. Softco requirements 5. 0 4. 1 3. 8 8. Flexible implementation 8. 7 8. 3 4. 9 7. Global solution * 6. Labelling Product Feature Concepts 4. 7 4. 2 1. 1 5. Data management 2. Validated software 5. 5 4. 8 4. 5 4. Services * Prioritisation: Major Pharmaceutical: - from Grid 1 CRO: (scale of 10) Sofco 3. Compliance * 1. Security Bratislava, Slovakia 1. Alliances 7. 8 7. 6 7. 2 2. System architecture 10. 0 3. Design 7. 1 7. 2 7. 1 4. ‘Soft’ technologies 6. 9 6. 8 6. 5 5. Output technologies 6. 4 6. 3 6. Securing technologies 8. 6 8. 4 7. 6 8. 3 8. 2 7. 5 Technology Areas 7. Core technologies (re-use) ** * must have ** -ve re-use past, + re-use future 27 Centre for Technology Management

Example first-cut technology roadmap (Softco) 2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate 19. -22. 2. 2007, Year 1 Phase. Managers, Phase 1 2 Phase 3 Year 2 Phase 4 Bratislava, Slovakia Year 0 Market / Business Competitor threat User rights Product Features 1. Security Time out Digitally security levels signed labels. TA 6 Audit trail Digital signatured audit trail TA 6 2. Validated Software Protocol Randomised design moduledesign package 3. Compliance Advanced automation Form TA 5 printing 5. Data Management Validated protocol Multi-language database design module 6. Labelling TA 2 Global support TA 1 Billing & inventory management Label set libraries TA 1 Windows platform support TA 2 Customisable Multiple platform support Internet compatible Software TA 2 protection User documentation 10. User Friendly Network of contacts 1. Alliances Domain expert partner 2. Sys. Arch. CH / JAVA / CORBA component architecture 4. ‘Soft’ Tech. Other bar-TA 7 code types User group & conference Graphic User formatrepresentation ting tool of R&S phrases forms EU lang Email Far East TA 1 Inter-site Web XML data User-docs modules notifica. WAP language (Far East) security enabled import / export (EU lang) for UI tions modules for UI TA 1 UNICODE 9. Company Requirements 3. Design Label design module TA 7 TA 2 7. Global Solution Statistical analysis Secure archiving TA 7 Windows Code 39 & 128 Blinded Labelling Printer XML data printers: PDF 417 labels libraries independent format PS / PCLS / PDF barcodes Enhanced randomisation Upgrade path for existing users Multi-level training 4. Services Database TA 6 Watermarked escrow forms & reports Biometric passwords TA 5 TA 6 Validated Ver. 330 Validated Ver. 2 Validated Ver. 1 8. Flexible Implementation Technology Areas Version 1 Competitor threat? Market release. Price: £ 10 launch -15 K/seat Legislation? Phase 5 Year 3 Legal expertise Database partners (harmonised phrases & legislation) Protocol design wizards Enhanced network of contacts Appoint distributors outside UK On-line tutorials ERP link TCP / IP CGI / ISAPI Platform inde- Modular design A spec. pendent design UML / OOD Develop Validatable Build Dev. Mngmnt Test e. Chem sales Team team GNP procedures from plan tech. model (FDA) source stability leader 5. Output Tech. ISO 9000 Tick. IT Enhanced Internet development updates team stability 24 hour support Enhanced report generation Report generation Write once technology 6. Securing Tech. Rapid & Pipe ++ 7. Core Tech. Raise Other Recruitment £ x million New software & building management Centre for Technology Management Resources Scanning & storage of hand-written forms 28 TAx = link to Technology Area x

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia ‘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 develop Pilot S-Plan T-Plan ‘standard’ 29 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Planning • Focus, scope, aims • Roadmap architecture • Process / agenda • Participants • Logistics • Preparation S-Plan workshop process for opportunity identification and exploration Review • Review learning (about organization and roadmapping process) • Review actions, progress and way forward Workshop a) Strategic landscape b) Identify innovation opportunities c) Explore priority opportunities d) Way forward • Present functional perspectives • Capture these and other views on roadmap wall chart • Identify, review and prioritise key issues • Identify and prioritise opportunities and strategic options • In small groups, use roadmap to define opportunity, explore way forward and identify key issues • Feedback & review • Repeat, as time allows • 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 Centre for Technology Management

Market Environment 2005 Q 1 • Trends & Drivers (macro level) - Social, Technological, Economic, Environmental, Political • Sector trends • Competitors System integrator Module integrator Manufacturer Business (strategy & goals) Products Programmes Q 2 2006 2007 2008 2009 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia The roadmap architecture is key, providing a structure and common language to support the capture and sharing of diverse perspectives Architecture example Performance Display size Resolution Colour Update Flexibility Context: • High tech start-up company, focusing on one product platform in the electronics sector • Product design qualification. System integrator Product Components • Process qualification • Customer business case • Commercial framework • Tech transfer • Design services • On site fab support • Test solutions Technology Components • Mobility • Line width • Material flexibility • Technology area X • Sheet • Technology area Y Resources / Other Supply dependences Features of architecture: • The company is several stages removed from the end consumer in the value chain, so additional layers have been included in the roadmap near the top to ensure that the Module integrator / 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 • People • Facilities Centre for Technology Management • Finance 31 Vision

Start with Perspectives Presentations Priority Issues and Actions Short Term (0 -1 yr) Medium Term (2 -3 yrs) Long Term (4 -10 yrs) • xxx • xxx captured on roadmap wall chart

2006 Technology Foresight Training Programme Module 4: Technology Foresight GAP for Corporate Managers, 19. -22. 2. 2007, Where we are Where we want to be Bratislava, Slovakia now in future Innovating/own IP Market and Application Manufacturer Business / Market Contract Developer No Growth “No” IP pipeline (Risk averse) Devices Capabilit y/ Market area 1 Products Manufacture and assembly Market area 2 Regulatory Knowledge Understanding risk Track Record In R&D/ picking winners Sufficient resources to accommodate necessary failures IP generation Experience in Regulation & Application Exploiter/Deliverer Fast growth Riskier Good Manufacturer Advanced products New products No product pipeline Resourcing for R&D Device know-how Science Gap Key technology area 1 Technology Eng. Sci & Dev Eng. No Funnel Phys & Chem. Sci (Critical) Manufacturing know how Which elements of tech are critical Analytical services/extractable s Lack of market understanding Two companies At least two cultures Dealmaking/IP generation exploitation skills Three cultures - Ops/PM/R&D Hierarchical/rigid Risk taking/empowerment One company (coherent) Ops dominated Entrepreneurship High reward - high performance Institutionalised geographic separation networked and knowledge-based Organisation Man Tech/S&T interface / Resources 33 Centre for Technology Management Engineering & Manufacturing

Market 2006 Technology Training Programme Identify future. Foresight of market sectors A & B and key application 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 Technology 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 management tools Establishknowledge R&D organisation Organisatio n 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 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Roadmaps combine multiple perspectives Perspective Curre nt Route forward Vision When ? Market Commercial Business Product Service System Why? Pull Roadmap framework supports management of strategic innovation Technology Infrastructur e Resources What? Push How? 35 Centre for Technology Management Information Fundamental type questions Drivers Strategy Needs Form Function Performance Solutions Capabilitie s Resources

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Planning (customisation checklist) • Context: focus, scope, aims and resources • Roadmap architecture • Process • Participants • Standard process: - Follow the guide • Customised process: - Creative and collaborative design activity • Workshop scheduling • Integration: systems, processes & information • Preparatory work 36 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Summary & Conclusions 37 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Roadmapping success factors Response (%) 0 10 20 30 40 50 60 70 80 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 Clear and effective process for developing TRM Effective tools / techniques / methods Effective facilitation / training Other 38 Centre for Technology Management Source: CTM survey, 1999

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Roadmap maturity model Programme management 3 Project management Synchronise Corporate 2 Forecasting 1 Understand Simplification planning Persuade Product planning Portfolio management Resource allocation Measure: Competitive analysis Accuracy and clarity Fast-Start Roadmapping influence 39 Centre for Technology Management Ongoing Aligned priorities & co-ordination decisions Kappel, 2001 (Lucent Technologies)

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia 40 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia 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 answe • Maintaining the process - the real benefit lies in its ongo • The process and roadmap typically need to be customis 41 Centre for Technology Management

2006 Technology Foresight Training Programme Module 4: Technology Foresight for Corporate Managers, 19. -22. 2. 2007, Bratislava, Slovakia Useful references • Willyard and Mc. Clees (1987), ‘Motorola's Technology Roadmap process’, Research Management, Vol 30, No 5, pp 1319 • 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 SAND 97 -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, pp 39 -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), Do. E-EM 50, July 2000, http: //emi-web. inel. gov/roadmap/links. html 42 • Australian guide to Management developing technology roadmaps - technology planning for business competitiveness, August Centre for Technology