Roadmapping Overview

Outline

• What is Roadmapping?

• Comments on Successful Roadmapping

• Roadmap Development Process

International Technology Management

October 28, 1999

Richard E. Albright

Technology Office

Bell Laboratories

Lucent Technologies

ralbright@lucent.com

We make the things that make communications work

210/28/99

Roadmaps and Roadmapping

A Roadmap – is the view of a group of how to get where they want

to go or achieve their desired objective. (Discipline)– helps the group make sure the capabilities to achieve

their objective are in place at the time needed. (Focus)

Roadmapping – is a Learning process for the group.– is a Communication tool for the group.

310/28/99

Types of Roadmaps *

• Science and Technology Roadmaps– ONR, Bibliometric methods

• Industry & Government Roadmaps– Semiconductor (SIA), NEMI

Component Roadmaps

– Aluminum Industry, Glass Industry,

• Corporate Roadmaps– Product Roadmaps

– Manufacturing Roadmaps

– Component Roadmaps

– Product Technology Roadmaps

* Roadmaps can represent the need, current/planned capabilty or both

10

100

1000

10000

1995 2000 2005 2010 2015tr

an

sis

/ch

ip (

M)

1.00E-07

1.00E-06

1.00E-05

1.00E-04

1.00E-03

1995 2000 2005 2010 2015

DR

AM c

ost/b

it

10-4

10-5

10-6

10-7

10-3

The National Technology Roadmapfor Semiconductors (1997)

Identify or Set a Future Direction

Coordinate Execution

Set DirectionCoordinate ExecutionPortfolio Management

Key Objectives:

410/28/99

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

510/28/99

Product Technology Roadmap

AT&T PROPRIETARY -- Use pursuant to company instructions

1996 1997 1998 1999 2000 VISION

ProductAttributes

CustomerValue

Differencefrom

Competition

PRODUCT EVOLUTION PLAN

A T & T PR O PR IET A R Y -- U se p u rsu ant to com pan y instru ctions

A dvantage C om petancy G oals V alue P rop.Lucent

M otorola

COMPETITIVE STRATEGY

EXPERIENCE CURVES

$100

$1,000

$10,000

0.1 1 10 100

Cum ulative Units Sold (Millions)

Mar

ket P

rice

(per

uni

t)

MANUFACTURING ROADMAP

1995 1996 1997 1998 1999 VISIONCore technology Area

TECHNOLOGY ROADMAPCustomer drivers

Ease of useDisplay

User interface

Keypad

Software

Talk timePower management

Baseband processing

Microcontroller

Mixed signal

Memory devices

Batteries

Low costRadio

Antenna

Power amp

Housing

Shielding

PWB technology

System designStandards

Accessories

Audio quality

Voice recognition

Voice coders

DSP algorithms

Transducers/microph.

Import. Compet.Position

PRODUCT ROADMAP

$0

$100

$200

$300

$400

$500

1995 1996 1997 1998 1999 2000 2001

PRICE

COST

ALGORITHM ROADMAP

CustomerandBusinessDrivers

Requirements

Availability

Research, E&ETMicroelectronicsManufacturing

Needs,Supply

Business-driven technology plan

MARKET ANALYSIS

Market

0

2

4

6

8

10

12

1996 97 98 99 2000

Revenue

0

1

2

3

4

1996 97 98 99 20000%

10%

20%

30%

40%

50%

60%

1996 97 98 99 2000

Market Share

TECHNOLOGY ATTACK STRATEGY

AT&T PROPRIETARY -- Use pursuant to company instructions

1996 1997 1998 1999 2000 2001LucentAttackTechnologies

IntellectualPropertyStrategy

COMPONENT ROADMAP

Technology Category 95 96 97 98 99 Target Source

INTEGRATED CIRCUITS $89.21 $79.21 $60.00 $45.00 $39.00 $28 CWV 1/1/96

RF COMPONENTS $20.00 $19.53 $18.00 $17.00 $15.00 $10 RF team targets

DISCRETES $10.50 $9.38 $8.45 $4.37 $2.05 $2

HOUSING $15.40 $14.11 $12.30 $8.50 $8.30 $8

DISPLAY MODULE $5.00 $4.50 $4.30 $4.10 $3.10 $5

BATTERY $9.43 $8.33 $7.95 $6.58 $6.34 $4

PWB $4.67 $4.35 $4.23 $4.21 $4.15 $5

MATERIAL COST $154 $139 $115 $90 $78 $62

MANUFACTURING COSTS

$25 $15 $7 $5 $4 $5

TOTAL COST $179 $154 $122 $95 $82 $67

COST TARGET $170 $150 $104 $75 $67 $67 From product plan with 70% learning curve

$0

$50

$100

$150

$200

95 96 97 98 99 Target

CO

GS

ICs

RF

DISCRETES

HOUSING

DISPLAY

BATTERY

PWB

MANUF.

TARGET

Research,Manufacturin

g,Supply Line

SOFTWARE

Competitor 1

610/28/99

Why Roadmap? / Roadmapping Objectives

• Roadmapping is just good planning, with a heavy dose of technology (not just an afterthought).

• Roadmaps link business strategy and market data with product and technology decisions using a series of simple charts.

• Roadmaps highlight gaps in product and technology plans.

• Roadmaps prioritize investments based on drivers.• Roadmapping results in better targets: more

competitive and more realistic.

710/28/99

Creating theRoadmapRoadmap Content

R&D

BusinessUnits

Others ...

Using The Roadmaps

Successful Roadmapping

Three distinct parts ...

… all must be addressed for roadmapping to work.

AT&T PROPRIETARY -- Use pursuant to company instructions

1996 1997 1998 1999 2000 VISION

ProductAttributes

CustomerValue

Difference

PRODUCT EVOLUTION PLAN

AT&T PROPRIETARY -- Use pursuant to company instructions

A dvantage C om petancy Goals V alue P rop.Lucent

M otoro la

COMPETITIVE STRATEGY

PRODUCT DRIVERS

0.1 1 10 100

Cumulative Units Sold (Millions)

Mark

et P

rice

(per

uni

t)

MANUFACTURING ROADMAP

1995 1996 1997 1998 1999 VISIONCore technology Area

TECHNOLOGY ROADMAPCustomer drivers

Ease of useDisplay

User interface

Keypad

Software

Talk timePower management

Baseband processing

Microcontroller

Mixed signal

Memory devices

Batteries

Low costRadio

Antenna

Power amp

Housing

Shielding

PWB technology

System designStandards

AccessoriesAudio quality

Voice recognition

Voice coders

DSP algorithms

Transducers/microph.

Import. Compet.Position

PRODUCT ROADMAP

$0

$100

$200

$300

$400

$500

1995 1996 1997 1998 1999 2000 2001

PRICE

COST

ALGORITHM ROADMAP

CustomerandBusinessDrivers

Requirements

Availability

Research, E&ETMicroelectronicsManufacturing

Needs,Supply

Business-driven technology plan

MARKET ANALYSIS

Market

0

2

4

6

8

10

12

1996 97 98 99 2000

Revenue

0

1

2

3

4

1996 97 98 99 20000%

10%

20%

30%

40%

50%

60%

1996 97 98 99 2000

Market Share

TECHNOLOGY ATTACK STRATEGY

AT&T PROPRIETARY -- Use pursuant to company instructions

1996 1997 1998 1999 2000 2001LucentAttackTechnologies

IntellectualPropertyStrategy

COMPONENT ROADMAP

Technology Category 95 96 97 98 99 Target Source

INTEGRATED CIRCUITS $89.21 $79.21 $60.00 $45.00 $39.00 $28 CWV 1/1/96

RF COMPONENTS $20.00 $19.53 $18.00 $17.00 $15.00 $10 RF team targets

DISCRETES $10.50 $9.38 $8.45 $4.37 $2.05 $2

HOUSING $15.40 $14.11 $12.30 $8.50 $8.30 $8

DISPLAY MODULE $5.00 $4.50 $4.30 $4.10 $3.10 $5

BATTERY $9.43 $8.33 $7.95 $6.58 $6.34 $4

PWB $4.67 $4.35 $4.23 $4.21 $4.15 $5

MATERIAL COST $154 $139 $115 $90 $78 $62

MANUFACTURING COSTS

$25 $15 $7 $5 $4 $5

TOTAL COST $179 $154 $122 $95 $82 $67

COST TARGET $170 $150 $104 $75 $67 $67 From product plan with 70% learning curve

$0

$50

$100

$150

$200

95 96 97 98 99 Target

CO

GS

ICs

RF

DISCRETES

HOUSING

DISPLAY

BATTERY

PWB

MANUF.

TARGET

Stupid conference

table clipart l

ocks

up printer

810/28/99

Summary of MATI I Findings on Roadmapping

• Product-Technology Roadmapping is best introduced when:

1. Product is important (growth, profit, strategic)

2. Sustained trends exist in technologies and drivers

3. Product is threatened (and they realize it!)

• Don’t automate too much:

The challenge of roadmapping is organizational, not technical. Allow the politics, negotiation, and interaction to occur in person.

• Be compelling: Highlight the relevant and important items for the target audience, otherwise roadmaps will be ignored.

• Show risk on roadmaps or be careful how much detail is shared … but still set aggressive targets. Readers assume that roadmap content is “certain.”

• Avoid metrics that reward “going through the motions.”

• Customize output to allow sharing and circulation.

910/28/99

• Top Down Commitment• Business Leader Support

• Use Product Technology Roadmaps to manage the business.

• Bottom Up Commitment• Core team must see the value in supporting the process

• They must have confidence that the roadmaps will be used long term

• Don’t get hung up at the roadblocks

Requires both:

Conditions for Success

1010/28/99

• Intensive - Short term attack strategy

• Prompted by new business start, major strategic change or new competitive threat

• Multidiscipline team meet several times to “complete” roadmap (and make strategic decisions)

• Part of BU Fabric - Culture driven

• Develop and maintain roadmaps as part of periodic team meetings (e.g. review a template per meeting)

• Review roadmaps periodically at BU-VP level

• Use roadmaps to monitor and run ongoing business

Styles of Roadmapping

1110/28/99

Roadmap Development Process

Business

Strategy

Value

Proposition

Product Strategy

• Evolution plan

• Customer value

• Diff. from Comp.

Technology

Strategy

• Attack technologies

• IP strategy

Step 1

Step 2 Step 3

Step 4Note: shaded items end up in roadmap templates

The Goal:

Develop a consistent, linked business, product and technology strategy.

Identify Business Strategy & Value Proposition

Develop differentiating Product Strategy

Develop linked Technology Strategy

Verify strategy meets financial objectives

1210/28/99

1. Market and Competitive Strategy

• Clarify and document strategy and goals

• Incorporate customer feedback

• Provide competitive information

– Competitive advantages

– Competencies

– Strategic goals

– Value proposition

• Identify markets and targeted segments

• Market shares and growth

4

-1

-0.5

0

0.5

1

Price Time-to-mkt Features Quality Reliability

CUSTOMER DRIVERS

Luce

nt r

el.

pos

ition

Motorola

Nortel

Ericsson

Lucent Leads

Lucent Lags

COMPETITIVE STRATEGY ANDDIFFERENTIATION

Source: CVA survey May 1997

GOOD

Competitor(Market share)

Strengths (+)/weaknesses

Core Competancy Strategic Goals Customer-perceivedValue Proposition

Lucent( %)

Motorola( %)

NorthernTelecom( %)Ericsson

Siemens

5

MARKET SHARE AND GROWTH

Source: Product Line Plan October 1997 (Smith)

Addressable Market

0

100

200

300

400

500

1997 1998 1999 2000 2001 2002

Ma

rke

t S

ize

($

M)

Product B

Product A

Product C

Lucent Share of Market

0

20

40

60

80

100

120

140

1997 1998 1999 2000 2001 2002

Lu

ce

nt

Re

ven

ue

($M

)

Product C

Product B

Product A

Lucent Market Share

0%

10%

20%

30%

40%

50%

1997 1998 1999 2000 2001 2002

Ma

rke

t fr

acti

on

ca

ptu

red

Product A

Product B

Product C

1310/28/99

Step 1: Business Strategy & Value Proposition

Identify possiblemarket drivers

Refine into customer drivers:* Based on customer perception (customer survey) * Identifies critical few drivers which make up buying decision* Identifies weightings in buying decision * Rates Lucent relative to competitors (e.g. CVA data)

What do we have?Strengths/Weaknesses

Mkt sh., Core Competencies

What is the Addressable Market?

BUSINESSSTRATEGY

VALUEPROPOSITION

Templates:• Competitive strategy & differentiation• Market Growth & Share

Identify Scope ofRoadmap

(what products or marketsover what timeframe)

Who are the customers?

Who are the competitors?What is their mkt share,

strengths/weaknessesCC, Value prop. & strategy?

1410/28/99

2. Product Strategy

p. 9Roadmapping course V0.1 1/27/97 LUCENT TECHNOLOGIES PROPRIETARY

EXPERIENCE CURVES

ANALOG WIRELESS TERMINAL

$100

$1,000

$10,000

0.1 1 10 100Cumulative Units Sold (Millions)

Mar

ket

pri

ce

80% slope1984

19861988

1990

1992

1994 1996

1998

p. 11Roadmapping course V0.1 1/27/97 LUCENT TECHNOLOGIES PROPRIETARY

PRODUCT DRIVERS

Source: Jane Doe 7/31/96

Bandwidth

0.1

1

10

1996 1997 1998 1999 2000 2001 Vision

GH

z

Size

10

100

1000

1996 1997 1998 1999 2000 2001 Vision

cubi

c ce

ntim

eter

s

Nortel

Battery Life

10

100

1000

1996 1997 1998 1999 2000 2001 Vision

Hou

rs

Return Rate

0.1

1

1996 1997 1998 1999 2000 2001 Vision

% p

er m

onth

Voice quality

0

1

2

3

4

5

1996 1997 1998 1999 2000 2001 Vision

MO

S S

cale

Nortel

1996 1997 1998 1999 2000 VISION

ProductAttributes

CustomerValue

Differencefrom

Competition

Lower Cost, Higher speed and reliability

Product Evolution Plan

$0

$100

$200

$300

$400

1996 1997 1998 1999 2000 2001

Pri

ce,

cost

(p

er p

ort

)

Cost

PriceR1.0

R1.1

R2.0 V2

Product Roadmap

• History and projection in key product attributes

• Experience curves set targets

• Most critical product attributes

• Link product and technology plans to customer and competitive drivers

• Prioritize investments

• Clarify product release plan

• Trends in price, cost and features

• Evolution of product features

1510/28/99

Step 2: Product Strategy

Identify possibleProduct Drivers

Minimize set(impact on

Customer Drivers)Ours & Competitorhistory & current

position

Prioritize(Cust. importance,

our capability,business strategy)

Est. Comp. trendSet targets

DriverWeightings

BusinessStrategy

Product Strategy

• Evolution plan

• Customer value

• Diff. from Comp.

KEY PRODUCT

DRIVERS

(differentiators)

Templates:• Experience curves• Product attributes and drivers• Product roadmap• Product Evolution Plan

1610/28/99

CUSTOMER PRIORITIES DRIVE ROADMAPS

AT&T P ROPRIE TARY -- Use pursuant to company instructions

Seg A Seg B Seg C Seg D Must have

ExistingFeatures

Feature 1Feature 2Feature 3Feature 4

XX

XXX

X

X XXX

NewFeatures

Feature 1Feature 2Feature 3Feature 4Feature 5Feature 6Feature 7Feature 8

XX

X

X

XXX

X

XXXX

XXX

XX

X

X

X

FEATURE PRIORITY MATRIX

SUPPLIER ROADMAPS

Technology Category 95 96 97 98 99 Tar get Source

INTEGR ATED CIR CU ITS $89. 21 $79.21 $60. 00 $45. 00 $39. 00 $28 C WV 1/1/96

R F C OM PON ENTS $20. 00 $19.53 $18. 00 $17. 00 $15. 00 $10 RF te am targets

DISCR ETES $10. 50 $9.38 $8. 45 $4. 37 $2. 05 $2

HOUSI NG $15. 40 $14.11 $12. 30 $8. 50 $8. 30 $8

DISPLA Y MO DULE $5. 00 $4.50 $4. 30 $4. 10 $3. 10 $5

BATTERY $9. 43 $8.33 $7. 95 $6. 58 $6. 34 $4

PW B $4. 67 $4.35 $4. 23 $4. 21 $4. 15 $5

MA TE RIAL C OST $154 $139 $115 $90 $78 $62

MANUFA CTUR IN G CO STS

$25 $15 $7 $5 $4 $5

TO TAL C OST $179 $154 $122 $95 $82 $67

COS T TAR GET $170 $150 $104 $75 $67 $67 From pro duct plan with 70% lea rning curve

$0

$50

$100

$150

$200

95 96 97 98 99 Target

CO

GS

ICs

RF

DISCRETES

HOUSING

D ISPLAY

BATT ERY

PWB

MA NUF.

TARG ET

AT&T P ROPRIETARY -- Use pursuant to company instr uc tions

1996 1997 1998 1999 2000 VISION

ProductAttributes

CustomerValue

Differencefrom

Competition

PRODUCT EVOLUTION PLAN

MANUFACTURING ROADMAP

DEVELOPMENT PLANS

1995 1996 1997 1998 1999 VIS IONCore t echnology Area

TECHNOLOGY ROADMAPCustomer drivers

Ease of useUser inter face

Ke ypad

Sof tware

Ba seba nd pro cessing

M icroc ontr oller

Mixed signa l

Memory device s

Bat terie s

Ante nna

Po wer amp

Ho using

Sh ielding

St and ard s

Acce ssorie s

Quality

Vo ice r ecog nition

Vo ice co der s

DSP a lgor ithms

Tra nsdu cers/ micro ph.

Import .Compet .Positi on

Techn.M/ B

Talk time

Low cost

MKT PRICE TREND

$0

$100

$200

$300

$400

$500

1995 1996 1997 1998 1999 2000 2001

PRICE

COST

MARKET ANALYSIS

Market

0

2

4

6

8

10

12

1996 97 98 99 2000

Revenue

0

1

2

3

4

1996 97 98 99 20000%

10%

20%

30%

40%

50%

60%

1996 97 98 99 2000

Market Share

FORWARD COST MODEL

Technology Category 95 96 97 98 99 Target Source

INTEG RATED C IR CUITS $89.21 $79.21 $60.00 $45.00 $39.00 $28 CW V 1/1/96

RF CO MP ONE NTS $20.00 $19.53 $18.00 $17.00 $15.00 $10 RF team targets

DISCRETES $10.50 $9.38 $8.45 $4.37 $2.05 $2

HO USING $15.40 $14.11 $12.30 $8.50 $8.30 $8

DISPLAY MODU LE $5.00 $4.50 $4.30 $4.10 $3.10 $5

BA TTERY $9.43 $8.33 $7.95 $6.58 $6.34 $4

PWB $4.67 $4.35 $4.23 $4.21 $4.15 $5

MATERIAL CO ST $154 $139 $115 $90 $78 $62

MAN UFACTURING COS TS

$25 $15 $7 $5 $4 $5

TOTAL CO ST $179 $154 $122 $95 $82 $67

COST TARG ET $170 $150 $104 $75 $67 $67 From produc t plan with 70% learning curve

$0

$50

$100

$150

$200

95 96 97 98 99 Tar get

CO

GS

ICs

RF

DISCRETES

HOUSING

DISPLAY

BATTERY

PWB

MANUF.

TARGET

AT & T PR OP RIE T ARY -- U se pu rsu ant to com pany inst ruc tio ns

A d va nta g e Co m petency Go als V alue P ro pLucen t

C om p. #1

C om p. #2

C om p. #3

COMPETITIVE STRATEGY

-1-0 .8-0 .6-0 .4-0 .2

00 .20 .40 .60 .8

1

P ric e T im e - to -m k t F e a tu re s Q ua li ty R e l ia b ili ty

C U S T O M E R D R IV E R S

LT

Rel

ativ

e to

Co

mp

Mo to ro la

N or te l

E ri css on

EXPERIENCE CURVES

$100

$1,000

$10,000

0.1 1 10 100

Cumu lative Units Sold (M il lio ns)

Ma

rke

t P

ric

e (

pe

r u

nit

)

DriversPrioritizedby Customerand Strategy

Product Drivers:History andTargets

TechnologiesCritical toCompetitiveSuccess

PRODUCT DRIVERS

S IZE AND WEIG HT

1 0

10 0

1 00 0

-1 y r no w + 1 y r + 2 y r + 3 y r Vi sion

Volum

e (c

c),

weig

ht (g

)

.

We ight

LU SizeMoto ro la

R ETURN RATE

0 .1%

1 .0%

-1 y r no w + 1 y r + 2 y r + 3 y r V ision

Ra

te (

%/m

ont

h)

.

Indu str y Av g

VO ICE QU ALITY

0

1

2

3

4

5

-1 y r no w + 1 y r + 2 y r + 3 y r V ision

MO

S sc

ale

Indu str y Av g

B AT TERY LIFE

1

1 0

-1 y r no w + 1 y r + 2 y r + 3 y r Vi sion

Life

time

(hr)

.

L U TD M A

Talk tim e

L U CD M A

Qua lc o mmN ok ia

KEY DRIVERS:1. Price/Cost -2. Size and Weight3. Battery Li fe4. Return Rate5. Voice Quality

KEY DRIVERS:1. Price/Cost -2. Size and Weight3. Battery Li fe4. Return Rate5. Voice Quality

Action Planand Gap Analysis

1710/28/99

PRODUCT DRIVERSDEFINITION:

Product drivers are the critical product attributes that customers make their buying decision on. They are usually measurable or quantitative in nature and are derived from customer drivers. The selection or prioritization of product drivers forms the essence of your “strategic choice”.

PURPOSE• Identify and communicate most critical product attributes• Link product and technology plan to customer drivers• Prioritize investments, set long-term targets and determine

technology leadership strategy

INPUTS• Industry history from product announcements (ours and

competitors’)• Experience curve reference lines• Business and technology strategies

OUTPUTS• Identify trends• Identify Lucent’s position to Best Other Vendor (BOV)• Long-term targets established

Source: Jane Doe 7/31/96

Bandwidth

0.1

1

10

1996 1997 1998 1999 2000 2001 Vision

GH

z

Size

10

100

1000

1996 1997 1998 1999 2000 2001 Vision

cubi

c ce

ntim

eter

s

Nortel

Battery Life

10

100

1000

1996 1997 1998 1999 2000 2001 Vision

Hou

rs

Return Rate

0.1

1

1996 1997 1998 1999 2000 2001 Vision

% p

er m

onth

Voice quality

0

1

2

3

4

5

1996 1997 1998 1999 2000 2001 Vision

MO

S S

cale

Nortel

ISSUES• Targets and preliminary driver prioriti-

zation can be set up front, but feasibility must be determined through iteration with product and technology plans.

• Use experience curves to set targets: 70% slope for leadership usually

1810/28/99

Semiconductor Memory (DRAM)

1.E-07

1.E-06

1.E-05

1.E-04

1.E-03

1.E-02

1.E-01

1.E+00

1.E+01

1.E+02

1964 1974 1984 1994 2004 2014

Cum volume (DRAM bits)

Av

era

ge

se

llin

g p

rice

(ce

nts

/bit

)

.

1997 National Technology Roadmap for Semiconductors

1964 1984 1994 2004 20141974

10-5

10-6

10-7

Experience Curve Time Trend

64

74

84

94

• The technology driver for all electronic industries• Repeated, significant changes in product and technology: 4 bit --> 4 Megabit/chip --> ...• “Moore’s Law” used to coordinate the many players in industry

70% Slope

Ave

rag

e S

elli

ng

Pric

e (

cen

ts/b

it)

Cum volume (DRAM bits)

19

1910/28/99

Wireless Terminals Experience Curves

ANALOG HANDSET PRICE

100

1,000

10,000

0.1 1 10 100Cumulative Units Sold (Millions)

Ma

rket

Pri

ce/

un

it (

199

6 $)

.

2000

9896

94

92

90

8886

84

70% slope

Source: Richard Lee, John Chirico

0.2 0.4 0.7 2 4 7 20 40 70

200

400

700

2,000

4,000

7,000

2010/28/99

3. Technology Strategy

• Planned technology changes, and when they will be introduced into products

• Prioritize technology investments

• Research and development plans

• Planned technology trends, grouped by drivers

• Importance, competitive position, source and funding status

Roadmap Template V3.2 9/4/97 10

1997 1998 1999 2000 2001 VISIONCore technology Area

Customer drivers

Ease of useDisplay 2 line, 12 character

User interface

Keypad

Software

Talk timePower management

Baseband processing

Microcontroller

Mixed signal

Memory devices

Batteries

Low costRadio

Antenna

Power amp

Housing

Shielding

PWB technology

System designStandards

Accessories

Audio qualityVoice recognition

Voice coders

4 line Graphical display - 1/4 VGA

Keypad Softkeys Voice recognition

10-key rubber

8523 8524 processor

Import.Compet.Position

Single piece None

Single chip processor

TECHNOLOGY ROADMAP

L M H - 0 + C = Current F = Future

CF FC

Technology Source: Devel. Lucent-MESupplier Research

2110/28/99

Step 3: Technology Strategy

List keyProduct Drivers

Identify core tech.(impact on

Product Drivers)What technologies

are you investing in?(align to drivers)

Identify possibletech. investments& when available

in product

Determine tech.importance &

competitive position

ProductStrategy

Tech. Strategy

• Attack tech.

• IP Strategy

Technology

Roadmap

Identify technologysource/commitment

Templates:• Technology Roadmap• Forward costing model• Manufacturing drivers• Manufacturing Roadmap• Technology Attack Strategy

2210/28/99

Step 4: Verify Roadmap Meets Financial Objectives

Business

Strategy Product Strategy.Technology

Strategy

Business Case

Expected Shareof Market

Dev. $, time, riskProd. perf. & cost

2310/28/99

Central Roadmapping Support

• Deploy

• Integrate

• Teach

• Cross Roadmap Planning– Technology and Business Strategy

Central Support Role in a Multi-Business Corporation:

2410/28/99

Roadmaps and Technology Strategy

...

...

CTO’s CommonTemplate

BestPractices

Roadm

aps

CommonTechnology

Needs

TechnologyAcquisition

Strategy

CTO’s ResearchReviews

TechnologyPortfolio

Standards,Intellectual

Property

For Technology Strategy, the CTO’s Role:

Bus

ines

s U

nits

2510/28/99

Roadmaps and Roadmapping

Discipline & Focus

Learning &

Communications

Summary

“Where’s the Roadmap? Can I see it? Am I on it? “

“If it’s not on the Roadmap it doesn’t get funded! “