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Paul HellerCTOSopheon

© Copyright Sopheon plc. Sopheon Confidential 2

What is a Roadmap?


All of the Above

A roadmap is a temporary, point in time communication tool

What is a Roadmap?


• “Roadmapping” is more important than “Roadmaps”

• As with roadmaps, there is not one single answer

• Objective is to enable better decisions in a more timely manner and to know when those decisions are no longer valid

What is Roadmapping?

Roadmapping Constructs• Elements -- markets trends, market events,

business objectives, priorities, products, technologies, capabilities, platforms, patents, skillsets, people, geographies

• Graphical visualizations• Background documentation• Data attributes• Process(es)• Ownership


Call to Action Periodic Continuous

• Something happens that causes you to re-assess

• Ad-hoc by product owners

• Product owners know it is important to keep it current, but may struggle with doing so and occasionally bring it up to date

• Annual operating plans • Annual strategic plans• Quarterly or

semiannual reviews

• Challenge here is the effort involved.

• Value is that you are aware of changes and can adjust

Long-term, sustainable customer value delivered through strong, mutually beneficial partnership

Types of Roadmapping

!


• The cadence of our roadmapping activity is…

1. Call to action / event based2. Periodic / planning based (annual or otherwise)3. Continual

POLL QUESTION


3 operational business capabilities need to change to WIN

Global Trends Driving Corporate Disruption

1. Annual planning becomes dynamic and iterative

2. Strategic initiatives must be realized at a higher rate

3. Innovation management is “connected”

Power of the ConsumerGlobal Digitization


Design Development Scale Up

Market Introduction

Big BetsMarket Segments

The Disconnected Innovation Enterprise External Supplier

Data

Competitor Information

Customer

Insights

In-Market

Roadmapping Market Data

STRATEGIC PLANNING - OBJECTIVES, GOALS, TARGETS, STRATEGIES

PORTFOLIO MANAGEMENT - PRIORITIZATION AND RESOURCE ALLOCATION

CROSS-FUNCTIONAL COORDINATION & DECISION MAKING

Engineering Promotion

Results Analysis

Sourcing/Supply

Sales & Distribution

RegulatoryApproval

Operational Planning

Product Phase-OutAnalytics

Test

Planning

Concept

Business Case

EXECUTION ACTIVITIES

Concept Proposal

QA/Testing SKUs Part NoBOMs

Manufacturing


Developing a Cross-Functional, Integrated Strategy

Aligned priorities& development

Capabilities / programs

Business / market needs

Functional Roadmaps

“Know

Why”

“Know

What”

“Know

How”

Enabling technology

Integrated Roadmaps


• Articulate innovation strategy using language and targets that support managerial decision-making and performance reporting

• Indicate alignment of markets, products, technologies and investment opportunities to a well-defined corporate innovation strategy

• Create narrative threads between an organization’s current state and potential future states through verifiable company/market data instead of generalized graphical representations

• Clearly depict product lifecycle progression including implications of ramp-up and phase-out activities

• Coordinate innovation investments with existing product obsolescence• Visually assess the impact of short-term decisions on long-term strategic objectives.• Enable a repeatable decision-making process within a structured toolset, supported by

master data and standardized views, across an entire organization.

Roadmapping Objectives


• Process encourages collaborative, cross-functional dialogue and healthy debate as users shape their various roadmaps and begin linking them together.

• End result is a healthy, vetted strategic roadmapping process that keeps the data actionable and sustainable as business dynamics shift over time.

• Intent is to map out realistic ways that a company can achieve its business growth goals.

Purpose of Roadmapping in Strategic Business Planning

Sopheonhelps organizations work

toward creating a comprehensive strategic

view that cuts across organizational structures, functional silos and most

importantly...time.


• Manually intensive• Need many artifacts to tell the story: visuals, documents• Multiple views with overlapped data needed to tell a complete story• Hard to keep all those current• Updating at year end is labor intensive

Why is Roadmapping Hard?

Manual Process

Time

Value

Level ofEffort


Roadmapping Processes

• Environmental Scans• Horizon Goals• Workshops• Gap / Opportunity Analysis

• Review• Update• Rebalance

• Organizational Review• Capability Assessment• Corporate Strategy Review• Market Roadmaps• Product Roadmaps• Technology Roadmaps• Risk Analysis• Gap Analysis• AOP Planning

Long Range Operational Quarterly


Planning Across Horizons

Today0 - 1 Year

Tomorrow2 - 4 Years

Beyond5+ Years

Market Roadmaps

Product Roadmaps

Technology Roadmaps

Existing Market/Programs Differentiated Business Value Breaking Opportunities

New Market/Programs Acquisitions/Divestitures

Customer Collaboration

Incremental Improvement Differentiated Business Value Differentiated Products

Alternative Scenarios

End of Life

Risk Mitigation Platform Transformation

Disruptive Technologies Alternative Paths

Make vs. Buy


• Structure• Ownership• Elements

• Data attributes• Background and Related Data• Swimlanes

• Templates• Legends• Risks• Connections / Relationships• Process and Governance

Key Roadmapping Elements


Common:• Trends, events, competitors, internal

goals … the business environment• Products, services … the things that

generate revenue• And things that support products:

programs, products, etc.• Technologies, platforms, skillsets,

people … enablers

Basic Structure

Acme

Markets Products Technologies


Other Structures

Acme

Corporate Business

Segments

Business Unit A

Business Unit B

Corporate Strategies

Grow Our Core

Enter New Markets

High Tech Villages

Competencies

Optics and Imaging

Wireless and Data

Power and Displays


• Ownership• Visibility• Relationships

• What are the layers?• How do they link together?

• Why?• Use a few groupings as possible• Start simple! Expand later.

Structure Considerations


• Ownership• Who owns the layers?• Who owns the links between layers?• Who owns (governs) the process?• Who defines the rules?

• Ownership is more important than structure

Ownership


Planning Elements


Data Attributes


• Competitive reports• Market guides• Technology outlooks• Competency assessments• Gap assessments• Risks assessments

Background and Related Data


• Reflect the message(s) you want to tell

• Best practices: common swimlanes for all roadmaps of similar type (e.g. market, product, technology)

• Templates• Too many makes it hard; too few

and the value is lost

Swimlanes


Legends


Connections and Relationships between Roadmaps


• Begin with defining needs between the layers• A need must have a point in time; this creates a deadline

How to Define the Relationships (Links)


• What needs arise from competitors, from regulations, from market dynamics, from business strategy?

• Ask yourself: • Is this need real?• Do we care about it?• What other information (data or content) do we need to record about this need?

• Fundamental questions:• Can you identify a business impact? For example, market shift, market penetration, etc.• Is it actionable? Can we do something about it? Do we want to?

• You should capture things you don’t want to do something about, so you know what you are not doing. As long as the two fundamental question are answered. Maybe it is not actionable today, but might be in the future.

• Documentation is important!

Needs from the “Marketing” Layer


• In our roadmapping process, capturing and aligning to market needs is…

1. Important and we do it well2. Important but we don't do it well3. Not important for our business

POLL #2


• Required capabilities• Define what is missing to deliver to needs level 1• Remember: data, documentation, etc. to capture it

Needs from the “Product” Layer


• Once you have the needs at each level, prioritize them. • Look at the needs as a portfolio.

• Which needs will we satisfy?• What are our gaps?• Can well fill the gaps? • Should we fill the gaps?

• Programs define what our products and services need to do in order to meet the needs• Enablers are created to fill the capability gaps• Documentation is important (often critical)

Prioritization


• Needs will not be complete, and may not be accurate for very long (if at all) • Take an agile approach• Make the needs explicit• If worried about accuracy, put a confidence factor on it

• Relationships• There can be different types of relationships; relationships can have context

• required for, critical to, related, supporting, alternative, risk based• Don’t over-complicate• Use very few types• Governance is critical• Take an agile approach

Needs and Relationships in General


• Product people have different definitions of market needs and will depict the same need differently

• Ask three people what is important, what the needs are, and you get three different answers

• Technology people will define the same products differently• If you look at technology roadmaps that have products but are maintained by different technology

centers, you often see different names and timing for the same products• This is a result of the manual approach

Accuracy


Composite roadmaps preserve the ownership and accuracy of each component roadmap

Composite Roadmaps


• Ownership• Maintenance• Visibility

• Creators• Consumers

Organizational Structure


Governance Guides Individuals and OrganizationsThe structures of governance provide a framework for choice and behaviors

Internal Governance

Codes of Conduct, Organizational Culture,

Ethics, Principles & Standards

Decision GovernanceStrategy and

Execution Decision Making

Operational Governance

Gate/Decision Meetings, Portfolio Reviews,

Strategy &Planning

External Governance

Industry Standards, Government

Requirements & Regulations

How is decision making managed?

What operational processes are used?

What external requirements must we fulfill?

What behaviors do we expect?

Individuals ProcessesChoices Organization


• Accuracy• Roadmap accuracy will improve as the process is institutionalized

• Content• Roadmaps evolve as you get more information• Embrace change

• Process (roadmapping)• Roadmaps evolve to be more than a Gantt chart and communication become more dynamic• Roadmapping evolves to includes financial goals and objectives stated as needs with visibility as to how

to fulfill• Roadmapping evolves to connect the strategic plan to the execution items

Roadmapping Evolution


• Identify the key elements• Don’t forget financials (often overlooked)

• Iterate• Make it easier• Make it routine• Move from “Call to Action” to Periodic to Routine

Agile Approach

• Structure• Ownership• Elements

• Data attributes• Background and Related Data• Swimlanes

• Templates• Legends• Risks• Connections / Relationships

Roadmapping is about communication above all else


• All of this is hard to do without a database-enabled system • Software can automate

• The processes• The roadmap updates• The connections and relationships• The communication

• Software can improve the quality and accuracy

Software


Level of effort is minimized over time while supporting sustainable value proposition

Return on Investment

Structured Database Approach

Level ofEffort

Time

Value

Manual Process

Time

Value

Level ofEffort

Thank you for your attentionAny questions?


Download - Roadmapping Works: Get Started

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