This presentation belongs to a guest lecture given at the Leiden University at the Leiden Institute of Advanced Computer Science for the course ICT Strategy & Planning. This lecture aims gain insight in the function and added value of technology roadmapping, business roadmapping and product service roadmapping.
The presentation is put into the context of Philips Healthcare. Please not that this is a fake situation a that does not necessarily need to comply with reality.
For further questions, please do not hesitate to contact me.
19. Objectives for this lecture
After this lecture you will be able to:
Understand the basics of roadmapping
Understand the differences between the various ways of
roadmapping
develop a roadmap for product service
combinations
• different types of roadmaps
• Technology versus business roadmapping
• Technology roadmapping in short
• Traditional Business roadmapping
•Connection between technology and business roadmapping
•business roadmapping for Product-Service combinations
Structure of this lecture
23. What is roadmapping?
“What kind of activitiets
do we need to startup today
to soon have the availability of
Technology, knowledge and
Competences to create the
products and Services of
tommorrow?
24. In basis, there are two kinds of roadmaps.
Technology Roadmapping (TRM)
• Initiated by government or branch
• Transcending companies
• Often for cluster/branch/sector
• Scope: 10-20 year
• Goals: identify need for research and
priorities for research
• No ownership
• Not confidential, often public
Business Roadmapping (BRM)
• Initiated by a company
• Company specific
• For a company, product of product
range
• Scope: approx 5 year
• Goals: develop a practical planning
for achieving the company's vision
• Company is owner
• Confidential
29. Technology Roadmapping often results in typical conjoint
roadmap based on scientific sources
Technology Roadmapping
30. The Scurve model helps to gain insight in technology development
time
Technologiewaarde
Current
technolgy
New
technology
STAR
CASH
COW
QUESTION
MARK
DOG
DOG
Performance(e.g..%efficency/$)
Carefully choose one or more technology performance indicators
Ideal timing moment
for new technology
implementation
Technology Roadmapping
31. . Ten Hagen Stam
Technology assessment
4R-model
Cyclicmodel:
4R’s influence each other
research
resources
rumours ready
Bron: Trends in IT 2001, P. Noordam,
A. van der Vlist, B. Derksen, uitg. Ten Hagen Stam
32. Technologieverkenning
BCG-matrix
• Question Mark = tech development unclear
research H, rumours H, rest L
• Star = tech performance will grow
research H, rumours H, resource H
• Cash Cow = no tech development
research L, rumours L, resource H, ready H
• Dog = failed technology
research L, rumours H, resource L, ready H
research
resources
rumours ready
33. Functionality and performance determines the applicability of a
technology for your product/service
Example: proprerties, functionalities and performance indicators for 3D printing methods and other rapid
prototyping methods.
Technology Roadmapping
34. Timing of technology research and development is crucial
for a company’s performance
Required time to implement
technology
5 - 10 year 3 - 5 year 1 - 2 year
Well
understoodprovenunproven
Uncertaintyof
technology
research
Future
Current projectsMissed
opportunity
problem
B
F
C
D
E
G
A
Innovation matrix for a specific technology
Technology Roadmapping
35. 35
Imagine you are the
CEO of the new motion
You would like to invest in
quick charging infrastructure
But there is no market standard
yet and there is not enough
money to make mistakes
Technology Roadmapping
36. Many research companies publish technology roadmaps or forecasts
Bottom up assessment to within value chain to create technology roadmap
Chipmachine producers Chip producers
Examples are: Accenture/ mcKinsey/ Batelle/ Rand
Purchases new technology equiptes machines
roadmaps nieuwe producten
Sales new technology
equipped machinery
Technology Roadmapping
37. Examples of public Dutch technology roadmaps
• Elektricity Technology Roadmap
(KEMA)
– Vision on electricity 2020
• “Catalysis, Key to sustainability”
– Sector roadmap up to 2010
• Nationale Toeleveren & Uitbesteden
Agenda (NEVAT)
– 4 sector roadmaps for:
• Electronics/mechatronics
• Automotive
• Plastics value chain
• Metal industry
TechnologyRoadmapping
Technology Roadmapping
41. 42
Develop a future vision on technologies that will play an important role
in eHealth innovations for Philips in the near future?
a) What kind of performance indicators are relevant for this
technology?
b) How would you find out when this technology will reach the cash
cow phase in its life cycle?
Assigment for part 1
43. traditional Business Roadmapping
•The basics
•The requirements
• factor time in a roadmap
• push versus pull
• Roadmap input methods
• relation with other RM’s
Business Roadmapping
44. Identification, selection, acquisition, exploitation and protection
Technology roadmapping—A planning framework for evolution and revolution
Robert Phaal*, Clare J.P. Farrukh, David R. Probert
Technology forecasting and social change, 2004/vol 71 UK accepted 26 May 2003
Traditional roadmapping is integrated
in te business strategy cycle
Business Roadmapping
45. PRODUCT LINE A
PRODUCT LINE B
PRODUCT LINE C
A1 A2 A3 A4
B1 B2 B3
C1 C2 C3
B4
TECHNOLOGIES
EXTERNAL
TECHNOLOGIES
technology bb
technology pp technology qq
technology aa
technology xx technology yy technology zz
INTERNAL
technology a1 technology a2
technology p1 technology p2 technology p3
YEAR 1995 1996 1997 1998 1999 2000 2001
Philips generic format
in different forms and shapes
Roadmappingbasics
Business Roadmapping
46. vandaag
The basic idea of roadmapping is simple
time
Technology/
knowledge/
Competences
Product/
service
Business/
Market
Business Roadmapping
Today
“What kind of activitiets do we need to startup today to soon have the availability of Technology,
knowledge and Competences to create the products and Services of tommorrow?”
soon tommorrow
47. • Being able to develop a vision on the future of the market and
environment of the organization
• Insight in the competences of the organization
• Insight in the portfolio of the organization
• Shared ambition for the future
• The desire to concretize the vision and strategy of the organization
in a practical integral plan
&
• The ambition and desire to execute this plan!
Business Roadmapping
The requirements for successful roadmapping within an
organization are:
48. `
tijd
Technologies/
knowledge/
Competences
Product/
service
Business/
Market
Time connects push versus pull strategies
• From where the organization stands now and came from
• From market demand to new technology development
• From an ambition or a vision on a future market
• Mind the short term and long term horizon (mc Kinsey - three horizons)
past futuretoday roadmap
Business Roadmapping
Mind the technology roadmap
49. Therefore an integral approach is needed to connect the dots in the
roadmap
• Different aspects and disciplines within the organisation (in layers and sublayers)
• Process indicators like : drivers, issues, indicators, milestones
• Relation between the layers and process indicators
tijd
Technologie/
Kennis/
Competenties
Product/
Dienst
Business/
Markt KNOW WHY
KNOW WHAT
KNOW HOW
KNOW WHEN
Business Roadmapping
50. Using pre-announcements can help to adjust the disciplines in the roadmap
- particularly production versus demand over time
51
http://mynokiablog.com/2011/10/01/rumours-nokia-windows-phone-
nokia-ace-to-have-4-3-amoled-1800mah-and-lte-4g-att-q1-2012-
searaysabre-specifications-inside/
‘‘formal, deliberate
communication before a
firm actually undertakes a
particular marketing action
such as a price change, a
new advertising campaign,
or a product line change’’.
Business Roadmapping
51. It makes it even be possible to finance the scale up process
52
• Recent well-known examples of NPP include Microsoft’s Windows
Vista, officially launched on November 30,2006,
• Apple’s iPhone, launched on June 29,2007,
• Apple’s iPad, launched on April 3, 2010.
• For example, Amazon.com accumulated 1.6 million prelaunch orders
for J.K.Rowling’s book ‘‘Harry Potter and the Deathly Hallows’’ two
weeks before its launch date (July21,2007), making this book the most
preordered product ever for the online retailers.
Online prelaunch orders proved to be effective
and efficient in locking customers with the
preannounced products.
NPP becameincreasingly popular recently,
especially in thecompetitive high-
techindustries.
Examples
Business Roadmapping
54. Several methods can be used to achieve a future planning
Examples of methods
• SWOT-analysis
• portfolioanalysis
• competitor analysis
• market- en trendresearch
• technology assessment
• scenario-development
Here you see the function of
technology roadmapping
Possible
future
Mid term
future
Short term
future
Possible
future
Possible
future
Now
1.
2.
3.
4.
1. Trendanalysis
2. Scenario development
3. Backcasting
4. Roadmapping
5. Portfoliomanagement
5.
Business Roadmapping
55. iPad Mini kannibaliseert verkoop originele iPad
AMSTERDAM - De verkoop van de 9,7 inch iPad groeit niet meer. Sinds de
komst van de iPad Mini neemt de verkoop van het originele model in Japan
en de Verenigde Staten zelfs af.
56
http://www.nu.nl/gadgets/3190250/ipad-mini-kannibaliseert-verkoop-originele-ipad.html
Business Roadmapping
How would Apple use its roadmap when introducing a new product?
56. There are innovation processes based on different types of roadmaps
Product-Technology
options evaluation
Roadmap
creation
Define
targets
Product-Market
analysis
Market
information
Technology
Assessment
Identification
of Technology
Project
proposals
Bron: EIRMA /Phaal et al.
Business Roadmapping
60. 61
Now, develop a business roadmap for the MyZeo that contains specific
roadmap proprties based on the article on of Phaal et al. (2003).
Assigment for part 2
69. That is because P/S systems contain several typical elements
PS Roadmapping
70. Example:
71
What’s on this managers mind at the end of each year?
Harold Goddijn
What are the minimum
requirements for my product to be
delivered? And what can I deliver
later (after sales)?
PS Roadmapping
71. The minumum viable product is a guideline first product release and
follow up
http://www.userdrivendev.com/p/mvp-for-enterprise.html``
PS Roadmapping
72. To gain full advantage of this seperation the roadmap should be adjusted
time
Technology
(interface)
Service
Business/
Markt
Product
Knowledge/
competences
PS Roadmapping
73. Technology as an enabler
Technology directly enables the integration
of products and services, directly infused in
the process of integration.
Even the individual product or service is not
technology-embedded; the integration can
be realized by the technology.
Bron:CSI–Bobwilliams
Technology indirectly enables the integration
of products and services by being applied to
the both products and services and providing
the means for integration
PS Roadmapping
74. Technology mediates the product-
originated integration, particularly the
technology-based servitization
Bron:CSI–Bobwilliams
Technology mediates the service-originated
integration, firstly applied to the service
and the service is productized to provide
the more valuable information
Bron: www.evalan.com
Technology as a mediator
PS Roadmapping
75. Technology and products are independently
applied to the services, facilitating the
product–service integration.
Mostly happens in technology-based
maintenance service
Bron:CSI–Bobwilliams
Technology facilitates the integration
of products and services,
especially the integration toward
the product
Technology as a facilitator
www.plymovent.com
PS Roadmapping
76. Question: What kind of role would technology have in the
product/service system of Car2Go?
80. QFD / linking grid is the proposed method to connect P/S/T within the
roadmap
Service features adjusted to
customer value drivers
Linking the features enables
best selection of technology
Intermediary step from service
to technology embedded service
81. Example of QFD
Score van concurrentie
Relatie van de eigenschappen
Value map en attributen tabel
klantwensen
Product eigenschappen
82. Case : Servitization of ehealth product
83
We currently produce inhalers for asthma patients. We are able to add
technology to our product by implementing all kinds of sensors
(flow/temp/RH/volume) and develop a service for nurses/patients/family etc.
84. 85
Now, develop a roadmap for the product service system of the inhaler
case that contains the specific roadmap adjustments based on the
article on of Geum et al. (2011).
Assigment for part 3
What basis?—The selection of a generic strategic approach (e.g., cost leadership,differentiation or focus)Fig. 1. Technology management framework[12], showing technology management processes (identification,selection, acquisition, exploitation and protection), business processes (strategy, innovation and operations),highlighting the dialogue that is needed between the commercial and technological functions in the business tosupport effective technology management.
Technology directly enables the integrationof products and services, directly infused inthe process of integration.Dell customization- Even the individual product or service is nottechnology-embedded; the integration canbe realized by the technology
Technology directly enables the integrationof products and services, directly infused inthe process of integration.Dell customization- Even the individual product or service is nottechnology-embedded; the integration canbe realized by the technology
1 The technology-based maintenance service includes informing of the product’s state, changing filter and disinfecting the internal and external parts, achieved by the information system to systematically manage the service.2
The main advantage of suggested structure arguably lies in the strategic planning of product–service integration, representing the technological role toward the effective integration. Especially, by emphasizing the role of technology, this structure is systematically organized to capture the full scaleof technology-originated product–service integration.Firstly,Fig. 5(a) refers to the case of ‘‘technology as a direct enabler’’. Since the technology directlyenables integration of products and services, the product layer and the service layer are placedadjacently, representing the close relations in integration opportunities. Here, the technology isapplied to the virtual and integrated features of product and services, fostering the integrativeprocess.Since the technology is applied to the integrative features of products and services, sometimes avirtual layer might be incorporated to represent the integrative opportunities of product–serviceIntegrationig. 5(b) represents the case of ‘‘technology as an indirect enabler’’ where technology is individuallyapplied to the products and service, making the technology-based intermediates between productsand services. Therefore, the technology layer is located at the middle of two different domains:product layer and service layer, acting as an interfacing point. Even it is not clearly mentioned that it isa case of technology-enabled product–service integration, the literature has taken the form ofintegrated roadmap with product layer and service layer (An et al., 2008; Abe et al., 2009).Abe et al.(2009)illustrates the business model for impaired walking support system, considering the businessas a kind of service concept. Reflecting the scenarios for impaired walking support system, productsand services are identified and visually planned as a form of ‘‘integrated strategic roadmap (ISRM)’’.Anet al. (2008)provides the case example of mobile communication service as a form of product–serviceintegration, as it involves a device and a large array of applications and services. Even the technology isnot directly mentioned, this structure also locates the products and services at the same level
Fig. 5(c) shows the case of technology acting as a ‘‘servitization mediator’’. Since the technology-embeddedproduct provides the chance of servitization,mainevolutionpathexistsfromtechnology toproduct, and finally to service. Therefore, the hierarchy of integrated roadmap follows thisevolutionary state of product–service integration: technology-product–service.Fig. 5(d)which is a case of ‘‘technology as a productizationmediator’’ provides the similar structurewith servitization mediator except the location of the product layer and service layer. Since this typeimplies the technology-originatedproductizationcase, the technology layer affects to the service layerfirst, and then, the service is evolved to the product. Relevant examples can be found in the previousliterature. Kameoka (2005)suggests a new type of strategic roadmap, adding a service layer on theproduct layer. InNakamura et al. (2006), a strategic roadmap for the businesses using the electronictags is suggested with the market/customer, business/services, infrastructure, technologies, andregulation layer. The infrastructure layer denotes the service infrastructure which involves not onlythe hardware and software infrastructures but also the knowledge and functions required forproviding services.
Fig. 5(e) is a case of ‘‘technology as a product facilitator’’. In this type, technology and service areapplied directly to the product, making the product as more diversified and collaborative form ofintegration. Thus, the service layer is located at the centre of the layers, enabling the product layer andthe technology layer be more effectively incorporated.Similarly, the composition ofFig. 5(f), a service facilitator, is the same asFig. 5(e), except the layercompositionof product and service. Even it is notmentioned as the exact term‘‘integration’’, there hasbeen relevant concepts with the product facilitator or the service facilitator, illustrated in severalroadmaps. Wells et al. (2004)suggested a roadmap for e-commerce to capture and share thetechnology intelligence for products and services, using the technology layer, the access device layer,and the mobile service layers as the core layers for e-commerce roadmap.