navigate the future: roadmapping that works [webinar]

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Navigate the Future: Roadmapping that Works Fraunhofer IAO Dr. Sven Schimpf Sopheon Hans-Cristian Eppich Join the conversation! #RoadmappingWorks

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Navigate the Future: Roadmapping that Works

Fraunhofer IAO

Dr. Sven Schimpf

Sopheon

Hans-Cristian Eppich

Join the conversation! #RoadmappingWorks

© Copyright Sopheon plc. Sopheon Confidential 2

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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© Copyright Sopheon plc. Sopheon Confidential

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

© Copyright Sopheon plc. Sopheon Confidential

Sopheon, Hans-Cristian EppichExamples from Real-World Clients

© Copyright Sopheon plc. Sopheon Confidential 8

• 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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© Copyright Sopheon plc. Sopheon Confidential

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

Thank you for your attentionAny questions?

© Copyright Sopheon plc. Sopheon Confidential