Roadmapping Overview .

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Roadmapping Overview. Richard E. Albright. Technology Office. Bell Laboratories. Lucent Technologies We make the things that make communications work. International Technology Management October 28, 1999. Outline What is Roadmapping?
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Roadmapping Overview Richard E. Albright Technology Office Bell Laboratories Lucent Technologies We make the things that make correspondences work International Technology Management October 28, 1999 Outline What is Roadmapping? Remarks on Successful Roadmapping Roadmap Development Process

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Roadmaps and Roadmapping A Roadmap is the perspective of a gathering of how to get where they need to go or accomplish their wanted target. ( Discipline ) helps the gathering ensure the abilities to accomplish their goal are set up at the time required. ( Focus ) Roadmapping is a Learning procedure for the gathering. is a Communication device for the gathering.

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Types of Roadmaps * 10 - 3 10 - 4 10 - 5 10 - 6 10 - 7 Key Objectives: The National Technology Roadmap for Semiconductors (1997) Identify or Set a Future Direction Coordinate Execution Science and Technology Roadmaps ONR, Bibliometric strategies Industry & Government Roadmaps Semiconductor (SIA), NEMI Component Roadmaps Aluminum Industry, Glass Industry, Corporate Roadmaps Product Roadmaps Manufacturing Roadmaps Component Roadmaps Product Technology Roadmaps Set Direction Coordinate Execution Portfolio Management * Roadmaps can speak to the need, ebb and flow/arranged capabilty or both

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Product Technology Roadmaps Disciplined, Focused, Multi-year, Business Planning Methodology Driven by Market Strategy (Customers & Competition) Drives Product Families Manufacturing & Supply Line Requirements Linkage Research Standards Intellectual Property Concise, Cross-Functional Vehicle Learning Communications

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Product Technology Roadmap Competitor 1 SOFTWARE Research, Manufacturing, Supply Line

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Why Roadmap? /Roadmapping Objectives Roadmapping is simply great arranging , with an overwhelming dosage of innovation (not only an idea in retrospect). Guides connect business system and market information with item and innovation choices utilizing a progression of basic graphs. Guides highlight crevices in item and innovation arranges. Guides organize speculations in light of drivers. Roadmapping brings about better targets : more focused and more sensible.

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Successful Roadmapping Three unmistakable parts ... Dumb gathering table clipart bolts up printer Creating the Roadmap Content R&D Business Units Others ... Utilizing The Roadmaps … all must be tended to for roadmapping to work.

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Summary of MATI I Findings on Roadmapping Product-Technology Roadmapping is best presented when: 1. Item is critical (development, benefit, vital) 2. Supported patterns exist in advances and drivers 3. Item is debilitated (and they understand it!) Don\'t mechanize excessively: The test of roadmapping is authoritative, not specialized. Permit the legislative issues, arrangement, and association to happen face to face. Be convincing : Highlight the significant and essential things for the intended interest group, generally guides will be disregarded. Demonstrate chance on guides or be watchful how much detail is shared … yet at the same time set forceful targets. Perusers accept that guide substance is "certain." Avoid measurements that reward "making a halfhearted effort." Customize yield to permit sharing and flow.

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Conditions for Success Requires both: Top Down Commitment Business Leader Support Use Product Technology Roadmaps to deal with the business. Base Up Commitment Core group must see the esteem in supporting the procedure They should have certainty that the guides will be utilized long haul Don\'t get hung up at the barricades

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Styles of Roadmapping Intensive - Short term assault system Prompted by new business begin, major vital change or new aggressive risk Multidiscipline group meet a few times to "finish" guide (and settle on key choices) Part of BU Fabric - Culture driven Develop and keep up guides as a component of occasional group gatherings (e.g. survey a layout for each meeting) Review guides occasionally at BU-VP level Use guides to screen and run continuous business

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Roadmap Development Process The Goal : Develop a predictable, connected business , item and innovation methodology. Business Strategy Product Strategy Evolution arrange Customer esteem Diff. from Comp. Innovation Strategy Attack advances IP technique Value Proposition Step 2 Step 3 Develop connected Technology Strategy Develop separating Product Strategy Step 1 Identify Business Strategy & Value Proposition Step 4 Verify methodology meets budgetary destinations Note: shaded things wind up in guide layouts

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1. Advertise and Competitive Strategy Clarify and record procedure and objectives Incorporate client input Provide aggressive data Competitive points of interest Competencies Strategic objectives Value recommendation Identify showcases and focused on sections Market shares and development

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Step 1: Business Strategy & Value Proposition Templates: Competitive methodology & separation Market Growth & Share Identify Scope of Roadmap (what items or markets over what time allotment) Who are the clients? What is the Addressable Market? Distinguish conceivable market drivers Refine into client drivers: * Based on client observation (client overview) * Identifies basic couple of drivers which settle on up purchasing choice * Identifies weightings in purchasing choice * Rates Lucent in respect to contenders (e.g. CVA information) Who are the contenders? What is their mkt share, qualities/shortcomings CC, Value prop. & technique? BUSINESS STRATEGY What do we have? Qualities/Weaknesses Mkt sh., Core Competencies VALUE PROPOSITION

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2. Item Strategy Product Evolution Plan Product Roadmap History and projection in key item characteristics Experience bends set targets Most basic item traits Link item and innovation arrangements to client and aggressive drivers Prioritize ventures Clarify item discharge arrange Trends in value, cost and elements Evolution of item components

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Step 2: Product Strategy Templates: Experience bends Product properties and drivers Product guide Product Evolution Plan Identify conceivable Product Drivers Minimize set (effect on Customer Drivers) Ours & Competitor history & ebb and flow position Prioritize (Cust. significance, our ability, business methodology) Business Strategy Est. Comp. drift Set targets Driver Weightings KEY PRODUCT DRIVERS (differentiators) Product Strategy Evolution arrange Customer esteem Diff. from Comp.

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DEFINITION: Product drivers are the basic item characteristics that clients settle on their purchasing choice on. They are normally quantifiable or quantitative in nature and are gotten from client drivers. The determination or prioritization of item drivers frames the substance of your "key decision". Reason Identify and impart most basic item traits Link item and innovation plan to client drivers Prioritize speculations, set long haul targets and decide innovation initiative methodology INPUTS Industry history from item declarations (our own and rivals\') Experience bend reference lines Business and innovation techniques OUTPUTS Identify patterns Identify Lucent\'s position to Best Other Vendor (BOV) Long-term targets built up PRODUCT DRIVERS ISSUES Targets and preparatory driver prioriti-zation can be set in advance, however plausibility must be resolved through emphasis with item and innovation arranges. Utilize encounter bends to set targets: 70% incline for authority more often than not

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Semiconductor Memory (DRAM) Experience Curve Time Trend 64 74 Average Selling Price (pennies/bit) 70% Slope 1997 National Technology Roadmap for Semiconductors 84 94 Cum volume (DRAM bits) 10 - 5 10 - 6 10 - 7 1964 1974 1984 1994 2004 2014 The innovation driver for all electronic enterprises Repeated, noteworthy changes in item and innovation: 4 bit - > 4 Megabit/chip - > ... "Moore\'s Law" used to arrange the numerous players in industry

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Wireless Terminals Experience Curves

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Planned innovation changes, and when they will be brought into items Prioritize innovation speculations Research and improvement arranges Planned innovation patterns, assembled by drivers Importance, focused position, source and subsidizing status 3. Innovation Strategy

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Step 3: Technology Strategy Templates: Technology Roadmap Forward costing model Manufacturing drivers Manufacturing Roadmap Technology Attack Strategy List key Product Drivers Identify center tech. (affect on Product Drivers) What advancements would you say you are putting resources into? (adjust to drivers) Identify conceivable tech. ventures & when accessible in item Product Strategy Determine tech. significance & aggressive position Identify innovation source/responsibility Technology Roadmap Tech. Procedure Attack tech. IP Strategy

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Step 4: Verify Roadmap Meets Financial Objectives Product Strategy . Innovation Strategy Business Strategy Dev. $, time, hazard Prod. perf. & cost Expected Share of Market Business Case

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Central Roadmapping Support Central Support Role in a Multi-Business Corporation: Deploy Integrate Teach Cross Roadmap Planning Technology and Business Strategy

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Roadmaps and Technology Strategy For Technology Strategy, the CTO\'s Role: Common Template Best Practices CTO\'s ì í î . . . ì í î Roadmaps Business Units ì í î . . . ì í î Common Technology Needs Technology Acquisition Strategy Research Reviews Technology Portfolio Standards, Intellectual Property CTO\'s

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Roadmaps and Roadmapping Summary Discipline & Foc us Learning & Communications "Where\'s the Roadmap? Will I see it? Am I on it? " "If it\'s not on the Roadmap it doesn\'t get supported! "

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