How to Use Landscape Maps and Route Maps to Drive Innovation

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  • Product & Technology Roadmapping for Future Growth:

    Linking Markets, Products and Technology

    (Extracts)

    A Management Roundtable Executive Workshopwww.ManagementRoundtable.com

    Boston, Massachusetts

    Dr. Jay Paap, PhD1-617-332-4721

    jaypaap60@alum.mit.eduwww.jaypaap.com

  • Copyright 2012 Jay Paap

    What Does a Roadmap Look Like?

    Often it is asked: what does a roadmap look like what comes out of the end of the process?

    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

    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.

    Note: your output will likely differ, depending on your purposes, existing planning frameworks, and type of mapping activity pursued.

  • Copyright 2012 Jay Paap

    Maps come in all different types

    Map of features on the moon

    Map to buried treasure

    A roadmap may refer to:

    A map of roads, and possibly other features, to aid in navigationA plan, e.g. road map for peace; technology roadmap

    The Free Dictionary by Farlex, May 2010

  • Copyright 2012 Jay Paap

    Technology Roadmaps

    Roadmaps visually link product/service targets and technology investment implications - over time.

    Three types of roadmaps: Industry roadmap: forecasted technology path

    developed by industry members

    Landscape map: shows links between technical capabilities, business drivers, and competitors over time

    Route map: shows the chosen direction over time for an organizations products and technology base given external conditions and the organizations objectives

    This course will focus on the second two.

  • Copyright 2012 Jay Paap

    Industry Roadmaps

    Source: A roadmap for mobile and wireless systems beyond 3G, Euroscomweb site

    Figure 2: Technology roadmap for systems beyond 3G

    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.

    these can be useful inputs into he roadmapping processes used by organizations for themselves

    If lacking, you may want to develop these as adjuncts to your planning

  • Copyright 2012 Jay Paap

    AAA Map Types

    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

    You can use these summaries to identify options and select ones

    meeting your goals, resources, and time to plan your trip; the results

    are summarized in a TripTik

    To understand landscape and route maps consider what AAA does.

  • Copyright 2012 Jay Paap

    Technology Landscape Maps

    This is the part where innovation takes place

    Landscape maps link together market and technology factors addressing current and future products and services: What product or service characteristics affect purchase/use decisions

    what do your customers value and why?

    How can technology be used to provide or improve these characteristics what is the role of technology?

    How mature are the needs and technologies are there opportunities for disruptions?

    Profile the competitors capabilities can you gain an advantage?

    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.

  • Copyright 2012 Jay Paap

    CFTP Map Example 1: CI Case

    Ingredient Technologies Process Technologies CompetitorsPerformanceCharacteristic Importance

    IndustryLeverage Sweeteners

    Fats andsubstitutes

    Shelf lifeenhancers Flavorings Formulation Mixing

    Flavor 1 M ++ + ++ + +

    Appearance 2 L + + ++ o ++ +

    Fat Content 3 H o ++ o o o o

    Texture/Mouthfeel

    4 H + ++ + ++ + +

    Price 5 M o + + + ++ ++

    Calories 6 L ++ + o o o o

    Constar Inc. 10% share

    CompetitorProfile

    A 30% share

    B 40% share

    Relative Maturity G E G G M G

    +

    Market: ConsumerProduct Class: Convenience desserts

    ++ --

    B A CI

    B A CI

    B CI A

    A B/CI

    B A CI

    A/B/CI

  • Copyright 2012 Jay Paap

  • Copyright 2012 Jay Paap

    The Route Map

    This is the part of roadmapping most people see.

    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.

    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

    service features To meet these customer needs

    It is developed after the Landscape Map

  • Copyright 2012 Jay Paap

    Varieties of Route Maps

    Grossman, Putting Technology on the Road, RTM March, 2004

    Project Focused: General Motors

    www.ecgmbh.eu/ (2010)

    Product Focused: Liteon

    Capability Focused: SCE

    www.sce.com/aci (2011)

    Route maps reflect decisions and are used to communicate and coordinate

    Hint: be flexible, but consistent

  • Copyright 2012 Jay Paap

    Rethinking NPD* Planning

    Voice of the customer

    Technology input

    Roadmaps

    Ideas

    Selection (hard numbers)

    Project plans

    Enhanced NPD An innovation friendly viewCustomer Insight / Technology / Comp Intel

    Landscape Roadmap

    Ideas

    Route Roadmaps

    Project plans

    Selection (NOMMAR)

    (Technology Strategy)

    * New Product Development

    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.

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