How to Use Landscape Maps and Route Maps to Drive Innovation

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<ul><li><p>Product &amp; Technology Roadmapping for Future Growth:</p><p>Linking Markets, Products and Technology</p><p>(Extracts)</p><p>A Management Roundtable Executive</p><p>Boston, Massachusetts</p><p>Dr. Jay Paap, PhD1-617-332-4721</p><p></p></li><li><p>Copyright 2012 Jay Paap</p><p>What Does a Roadmap Look Like?</p><p> Often it is asked: what does a roadmap look like what comes out of the end of the process?</p><p> The answer is not a single format, the CFTProadmapping approach is a framework in which to collect relevant information, distill it into the critical dimensions needed to plan (the landscape map) and then use it to drive informed decisions about where to invest in products and technologies. The route map summarizes those decisions</p><p> The following pages, extracted from the two day course sponsored by Management Roundtable, explains the different purposes of roadmaps and gives a few examples of the two main outputs.</p><p> Note: your output will likely differ, depending on your purposes, existing planning frameworks, and type of mapping activity pursued.</p></li><li><p>Copyright 2012 Jay Paap</p><p>Maps come in all different types</p><p>Map of features on the moon</p><p>Map to buried treasure</p><p>A roadmap may refer to: </p><p>A map of roads, and possibly other features, to aid in navigationA plan, e.g. road map for peace; technology roadmap</p><p>The Free Dictionary by Farlex, May 2010</p></li><li><p>Copyright 2012 Jay Paap</p><p>Technology Roadmaps</p><p> Roadmaps visually link product/service targets and technology investment implications - over time. </p><p> Three types of roadmaps: Industry roadmap: forecasted technology path </p><p>developed by industry members </p><p> Landscape map: shows links between technical capabilities, business drivers, and competitors over time</p><p> Route map: shows the chosen direction over time for an organizations products and technology base given external conditions and the organizations objectives</p><p> This course will focus on the second two.</p></li><li><p>Copyright 2012 Jay Paap</p><p>Industry Roadmaps</p><p>Source: A roadmap for mobile and wireless systems beyond 3G, Euroscomweb site</p><p>Figure 2: Technology roadmap for systems beyond 3G</p><p>Traditionally done by cross organizational teams, often sponsored by government or industry associations, they provide an inventory of available technologies in an area of interest.</p><p>these can be useful inputs into he roadmapping processes used by organizations for themselves</p><p>If lacking, you may want to develop these as adjuncts to your planning</p></li><li><p>Copyright 2012 Jay Paap</p><p>AAA Map Types</p><p>They review and screen vast amounts of information on roads, sites, lodging, etc. and summarize the most relevant factors into easy to use area maps</p><p>You can use these summaries to identify options and select ones </p><p>meeting your goals, resources, and time to plan your trip; the results </p><p>are summarized in a TripTik</p><p>To understand landscape and route maps consider what AAA does.</p></li><li><p>Copyright 2012 Jay Paap</p><p>Technology Landscape Maps</p><p> This is the part where innovation takes place</p><p> Landscape maps link together market and technology factors addressing current and future products and services: What product or service characteristics affect purchase/use decisions </p><p>what do your customers value and why?</p><p> How can technology be used to provide or improve these characteristics what is the role of technology?</p><p> How mature are the needs and technologies are there opportunities for disruptions?</p><p> Profile the competitors capabilities can you gain an advantage?</p><p> A generic CFTP landscape map follows it collects into one graphic all the critical information needed to drive informed decisions about what is possible; selection requires additional information that is covered separately.</p></li><li><p>Copyright 2012 Jay Paap</p><p>CFTP Map Example 1: CI Case</p><p>Ingredient Technologies Process Technologies CompetitorsPerformanceCharacteristic Importance</p><p>IndustryLeverage Sweeteners</p><p>Fats andsubstitutes</p><p>Shelf lifeenhancers Flavorings Formulation Mixing</p><p>Flavor 1 M ++ + ++ + +</p><p>Appearance 2 L + + ++ o ++ +</p><p>Fat Content 3 H o ++ o o o o</p><p>Texture/Mouthfeel</p><p>4 H + ++ + ++ + +</p><p>Price 5 M o + + + ++ ++</p><p>Calories 6 L ++ + o o o o</p><p>Constar Inc. 10% share</p><p>CompetitorProfile</p><p>A 30% share</p><p>B 40% share</p><p>Relative Maturity G E G G M G</p><p>+</p><p>Market: ConsumerProduct Class: Convenience desserts</p><p>++ --</p><p>B A CI</p><p>B A CI</p><p>B CI A</p><p>A B/CI</p><p>B A CI</p><p>A/B/CI</p></li><li><p>Copyright 2012 Jay Paap</p></li><li><p>Copyright 2012 Jay Paap</p><p>The Route Map</p><p> This is the part of roadmapping most people see.</p><p> The Route Map is a summary of the planned migration of products, services and technologies over time in response to expected shifts in the market.</p><p> Major components: We plan to acquire this particular technical expertise Using these means (development, license, alliance, etc) In this time frame To enable us to provide these operational, product or </p><p>service features To meet these customer needs</p><p> It is developed after the Landscape Map</p></li><li><p>Copyright 2012 Jay Paap</p><p>Varieties of Route Maps</p><p>Grossman, Putting Technology on the Road, RTM March, 2004</p><p>Project Focused: General Motors</p><p> (2010)</p><p>Product Focused: Liteon</p><p>Capability Focused: SCE</p><p> (2011)</p><p>Route maps reflect decisions and are used to communicate and coordinate</p><p>Hint: be flexible, but consistent</p></li><li><p>Copyright 2012 Jay Paap</p><p>Rethinking NPD* Planning</p><p>Voice of the customer</p><p>Technology input</p><p>Roadmaps</p><p>Ideas</p><p>Selection (hard numbers)</p><p>Project plans</p><p>Enhanced NPD An innovation friendly viewCustomer Insight / Technology / Comp Intel</p><p>Landscape Roadmap</p><p>Ideas</p><p>Route Roadmaps</p><p>Project plans</p><p>Selection (NOMMAR)</p><p>(Technology Strategy)</p><p>* New Product Development </p><p>The CFTP framework provides a way to collect, agree upon, and distill critical information on customers, technology, and the external environment before ideas are generated.</p></li></ul>


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