Product and Technology Roadmaps and Roadmapping Processes - Dave Litwiller - Sept 19 2022.pptx
- 1. Dave Litwiller September 19, 2022 PRODUCT & TECHNOLOGY ROADMAPS, AND, ROADMAPPING PROCESSES SEPTEMBER 19, 2022 DAVE LITWILLER
- 2. GOAL OF ROADMAPPING • To capture, visualize, manipulate, and manage information to decrease complexity in foresight • To translate vision and strategy into: • A focused, scope-bounded outlook • Exploration of the innovation landscape capabilities and opportunities • Identification of innovation pathway options • Overcoming innovation barriers, closing gaps, leveraging enabling factors, and identifying intermediate milestones • Tangible outputs and measurable impact • A baseline plan to revisit for future validation and iterations
- 3. SUCCESS FACTORS • For information and perspectives, internal and external: • Gathering • Integration • Synthesis • Building sufficient consensus among participants, and being able to make decisions and commit to action even when there is split opinion • Systems-, enterprise-, and even industry-engineering are typically all in play • Ability to trade-off within and across domains
- 4. STRATEGIC CONTEXT – ROLES & RELATIONSHIPS Michael McGrath model
- 5. ROADMAPPING PROCESS - MAIN DRIVERS AND INPUTS Philips Process • Emphasis on market, product, and technology considerations Credit: Robert Phaal, Cambridge Roadmapping
- 7. GENERAL FORM OF ROADMAPPING Key questions in red
- 8. LEADING FORMS OF ROADMAPS Varying emphases, and forms of visualization
- 9. COMMON PROCESS FOR ROADMAP GENERATION Emphases in this example: 1) Market/business 2) Product, service 3) Technology Note: The process can also use other drivers such as IP, regulatory standards/certification, operations, supply chain etc.
- 10. TYPICAL FUZZY FRONT END PROCESS FOR ROADMAPPING
- 11. PLATFORM, ADJACENCY AND EXTENSION VIEWS Source: Michael McGrath
- 12. SCHEDULE UNCERTAINTY OF FAR RANGE AND TECHNOLOGICALLY RISKIER ROADMAP ELEMENTS Credit: Lee & Thomas, Bakke & Haskins • Using NASA’s Technology Readiness Levels (TRLs), base rate data:
- 13. SET-BASED CONCURRENT ENGINEERING ROADMAPS Credit: The 2Gemba Blog • Used in complex systems engineering with multiple high risk subsystems • Keeps open multiple sub-system possibilities until late in the design cycle • Avoids premature lock-in of architecture, interfaces, and subsystems
- 14. EMERGING TECHNOLOGY AND MARKET ROADMAPS Source: Robert Phaal, Cambridge Roadmapping
- 15. LEAN START-UP & AGILE@SCALE ROADMAPS Source: Robert Phaal, Cambridge Roadmapping
- 16. EXAMPLE OF A HIGH STAKES INDUSTRY-WIDE TECHNOLOGY ROADMAP International Roadmap for (Semiconductor) Devices and Systems, 2022 Source: IRDS
- 17. EXPECTATIONS AND MINDSET FOR SUCCESS • Expect multiple roadmap iterations to take place for a leadership group to evolve toward a shared view and mutual understanding • Don’t try to do too much in a single session • It is a journey for everyone involved • This is especially so toward the fuzzier front end • The roadmap is the catalyst, but really the output of a roadmapping process for management is the dialog, mutual understanding among different points of view, and resolving competition among ideas through innovation in products and business processes • It usually takes some tension and even some conflict for the best ideas to emerge
- 18. EXPECTATIONS AND MINDSET FOR SUCCESS • Being as explicit as possible about hypotheses, assumptions and dependencies usually helps bring different perspectives into focus • For entrenched points of view, asking what it would take to change the person’s or group’s mind can further help reveal why people feel the way they do • Often, one of the underlying issues for a leadership group through the roadmapping process is to develop a more integrated, shared view about risk: • What risk is • What risks are appropriate to take • What rewards and opportunities are worth the price
- 19. EXPECTATIONS AND MINDSET FOR SUCCESS • No-feature-left-behind roadmaps are typically a strong sign of insufficient choice, deliberation and conflict resolution in the process • To fix: • Product and technology roadmaps have roots in strategy formulation and design of strategic actions • Overly broad roadmaps usually mean that strategic choices haven’t been sufficiently narrowed or distilled to the essential issues • This challenge of roadmap sprawl can be particularly pronounced in cultures which expect or demand that most or all issues be resolved collaboratively • Coherent choice requires some ultimate, binding decision authority
- 20. FURTHER DISCUSSION For additional dialog about product and technology roadmaps and roadmapping processes in start-ups and scale-ups: [email protected]