navigate the future: roadmapping that works [webinar]
TRANSCRIPT
Navigate the Future: Roadmapping that Works
Fraunhofer IAO
Dr. Sven Schimpf
Sopheon
Hans-Cristian Eppich
Join the conversation! #RoadmappingWorks
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Why• Today few companies use collaborative
roadmapping and support it with software• Top performers use roadmapping to connect their
strategic plans with operational excellence, and as a result reduce friction and uncertainty
• Companies using roadmapping achieve significant more revenue with new products*
Who• Fraunhofer IAO: Competence Center for R&D• Sopheon: Provider of solutions to improve revenue
from new products
What• Fraunhofer Roadmapping Survey: Practical Use,
Challenges and Success Factors• Sopheon: Examples from real-world clients
Intro: Today’s Webinar
* Product Development Institute: Product Innovation and Technology Strategy, Cooper & Edgett; The Culture of Innovation., Booz & Co.
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Sopheon Provides Global Solutions
France
Australia
New Zealand
Thailand
China
Korea
Sweden
Mexico
BrazilPortugal
Spain
Italy
Israel
Saudi Arabia
India
Japan
Minnesota
Colorado
UK NL Germany
Sopheon LocationsResellersConsulting PartnersData Centers
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We do this by providing software, service and best practices that cut through corporate complexity to increase the return on innovation investments
Sopheon: Our Promise
Sopheon’s mission is to help our customers achieve exceptional long-term growth and profitability
through sustainable innovation
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Value (Revenue,
Profit, Volume)
TimeToday Tomorrow Beyond
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The Enterprise Challenge
Future Market Opportunities?
Current Products /Services / Solutions
Initiatives in Development
Strategic Ambitions /Growth Targets
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The Interconnected EnterpriseEnabling Cross-Functional Decision-Making to Define and Manage Innovation Investments
Key Decision:
Which strategies and initiatives should we fund to achieve our growth goals
Key Decisions:
How do we prioritize to achieve our strategies?
Key Decision:
How do we solve key gaps in our strategy?
Key Decision:
Should we continue to fund this initiative through its operational lifecycle?
Execution
Strategy
Short-Term Long-Term
Cross-Functional Business Leaders
Cross-Functional Innovation Teams
EnterpriseInnovation
Performance
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Sopheon, Hans-Cristian EppichExamples from Real-World Clients
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• Market trends not reflected in development pipeline• Local regulatory requirements/milestones not transparent or reflected in planning• Goal to achieve x% annual increase from organic growth
• Many diverse divisions - no common processes for planning and execution• Lack of cross-functional communication and collaboration• No easy way to gather cross-functional input or give executives visibility • Large number of duplicate initiatives (ideas/concepts/projects) in the pipeline
• Result: value of portfolios diluted• Levels of complexity added with more complex systems• “Invisible” interdependencies between technologies, programs and products • Lack of process governance for roadmapping• Lack of alignment between idea/concept development and strategy
Case I – Top Down: Growth StrategiesAnd Reduced Development Costs
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Case I: Top Down Implementation to Schieve Growth Plan
Challenges Results Testimonials• No easy way to gather cross-
functional input or give executives visibility to status of key programs
• Large number of duplicate projects in the pipeline, diluting the value of product portfolios
• Goal to derive x% annual increase from organic growth
• Enterprise Innovation Management implemented by divisions with minimal assistance to xxxx people across hundreds of locations
• Value of portfolio increased by several 100%
• Improved value analysis led to elimination of a large number of projects in the pipeline
• Common process and centralized data enabled greater focus on new product winners
• Exceeded organic growth goal
“The value of ourproduct portfolio has increased by more than xxx%...We view [the system] as being critical to helping create sustainable competitive advantage for our company.”
VP, Technology and Innovation
“We now have the ability to leverage roadmapping best practices across the enterprise. …We can produce products
that are aligned with our long-term objectives.”
Director Strategic Technology Planning
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Reliable decision making – removed complexity, removed uncertainty from planning:• Roadmaps are generated, based on actual data from
development pipeline• “Discovered” reach, whitespaces and opportunities• Managed interdependencies before they became
critical requirements for success• Removed friction between departments involved • All product, programs and portfolios are connected
with strategic plans/initiatives
Case II: Technology & Product Planning
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• Ideation not aligned with strategic goals• Market pull and technology push not combined in federated roadmaps• Strategic buckets and concepts/project-candidates did not match• Target markets not reflected proportionally in development pipeline• Opportunities were missed• Metrics and KPI’s from ideation and corporate plan didn’t match• No easy way to involve 3rd party like suppliers and clients• Lack of learning from failed initiatives, no knowledge
bank• Lack of governance: no common processes for
idea development, scoring and prioritization
Case III – Roadmapping to Steer Idea & Concept DevAlign front-end activities with strategic planning
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Developing Collaborative Roadmaps
Aligned priorities& development
Capabilities / programs
Business / market needs
Functional Roadmaps
“Know
Why”
“Know
What”
“Know
How”
Enabling technology
Integrated Roadmaps
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The Interconnected EnterpriseEnabling Cross-Functional Decision-Making to Define and Manage Innovation Investments
Key Decision:
Which strategies and initiatives should we fund to achieve our growth goals
Key Decisions:
How do we prioritize to achieve our strategies?
Key Decision:
How do we solve key gaps in our strategy?
Key Decision:
Should we continue to fund this initiative through its operational lifecycle?
Execution
Strategy
Short-Term Long-Term
Cross-Functional Business Leaders
Cross-Functional Innovation Teams
EnterpriseInnovation
Performance