Roadmapping Works: Get Started

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Roadmapping Works: Get Started

Join the conversation! #RoadmappingWorksPaul HellerCTOSopheon

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What is a Roadmap?

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All of the Above

A roadmap is a temporary, point in time communication toolWhat is a Roadmap?3

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Roadmapping is more important than RoadmapsAs with roadmaps, there is not one single answerObjective is to enable better decisions in a more timely manner and to know when those decisions are no longer validWhat is Roadmapping?Roadmapping ConstructsElements -- markets trends, market events, business objectives, priorities, products, technologies, capabilities, platforms, patents, skillsets, people, geographiesGraphical visualizationsBackground documentationData attributesProcess(es)Ownership

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Call to ActionPeriodicContinuousSomething happens that causes you to re-assessAd-hoc by product ownersProduct 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 plansQuarterly or semiannual reviewsChallenge 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

!

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The cadence of our roadmapping activity is

Call to action / event basedPeriodic / planning based (annual or otherwise)Continual

POLL QUESTION6

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73 operational business capabilities need to change to WINGlobal Trends Driving Corporate Disruption 1. Annual planning becomes dynamic and iterative2. Strategic initiatives must be realized at a higher rate3. Innovation management is connected

Power of the Consumer

Global Digitization

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DesignDevelopmentScale UpMarket IntroductionBig BetsMarket SegmentsThe Disconnected Innovation Enterprise

External Supplier DataCompetitor InformationCustomer InsightsIn-MarketRoadmappingMarket Data

STRATEGIC PLANNING - OBJECTIVES, GOALS, Targets, STRATEGIESPORTFOLIO MANAGEMENT - PRIORITIZATION AND RESOURCE ALLOCATION

CROSS-FUNCTIONAL COORDINATION & DECISION MAKING

Engineering PromotionResults AnalysisSourcing/SupplySales & DistributionRegulatoryApprovalOperational Planning

Product Phase-OutAnalytics

TestPlanning

Concept

Business Case

EXECUTION ACTIVITIES

Concept Proposal

QA/TestingSKUs Part NoBOMs

Manufacturing

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9Developing 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

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Articulate innovation strategy using language and targets that support managerial decision-making and performance reportingIndicate alignment of markets, products, technologies and investment opportunities to a well-defined corporate innovation strategyCreate narrative threads between an organizations current state and potential future states through verifiable company/market data instead of generalized graphical representationsClearly depict product lifecycle progression including implications of ramp-up and phase-out activitiesCoordinate innovation investments with existing product obsolescenceVisually 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 Objectives10

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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. 11

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.

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Manually intensiveNeed many artifacts to tell the story: visuals, documentsMultiple views with overlapped data needed to tell a complete storyHard to keep all those currentUpdating at year end is labor intensiveWhy is Roadmapping Hard?Manual Process

TimeValueLevel ofEffort12

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Roadmapping Processes

Environmental ScansHorizon GoalsWorkshopsGap / Opportunity Analysis

ReviewUpdateRebalance

Organizational ReviewCapability AssessmentCorporate Strategy ReviewMarket RoadmapsProduct RoadmapsTechnology RoadmapsRisk AnalysisGap AnalysisAOP Planning

Long RangeOperationalQuarterly13

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14Planning Across Horizons

Today0 - 1 YearTomorrow2 - 4 YearsBeyond5+ YearsMarket RoadmapsProduct RoadmapsTechnology RoadmapsExisting Market/ProgramsDifferentiated Business ValueBreaking OpportunitiesNew Market/ProgramsAcquisitions/DivestituresCustomer CollaborationIncremental ImprovementDifferentiated Business ValueDifferentiated ProductsAlternative ScenariosEnd of LifeRisk MitigationPlatform TransformationDisruptive TechnologiesAlternative PathsMake vs. Buy

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StructureOwnershipElementsData attributesBackground and Related DataSwimlanesTemplatesLegendsRisksConnections / RelationshipsProcess and Governance

Key Roadmapping Elements15

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Common:Trends, events, competitors, internal goals the business environmentProducts, services the things that generate revenueAnd things that support products: programs, products, etc.Technologies, platforms, skillsets, people enablers

Basic Structure16

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Other Structures17

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OwnershipVisibilityRelationshipsWhat are the layers?How do they link together?Why?Use a few groupings as possibleStart simple! Expand later.Structure Considerations18

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OwnershipWho owns the layers?Who owns the links between layers?Who owns (governs) the process?Who defines the rules?Ownership is more important than structureOwnership19

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Planning Elements

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Data Attributes

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Competitive reportsMarket guidesTechnology outlooksCompetency assessmentsGap assessmentsRisks assessments

Background and Related Data

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Reflect the message(s) you want to tellBest practices: common swimlanes for all roadmaps of similar type (e.g. market, product, technology)TemplatesToo many makes it hard; too few and the value is lostSwimlanes23

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Legends

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Connections and Relationships between Roadmaps

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Connections and Relationships between Roadmaps

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Begin with defining needs between the layersA need must have a point in time; this creates a deadlineHow to Define the Relationships (Links)27

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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 dont 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 Layer28

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

Important and we do it wellImportant but we don't do it wellNot important for our business

POLL #229

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Required capabilitiesDefine what is missing to deliver to needs level 1Remember: data, documentation, etc. to capture itNeeds from the Product Layer30

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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 needsEnablers are created to fill the capability gapsDocumentation is important (often critical)Prioritization31

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Needs will not be complete, and may not be accurate for very long (if at all) Take an agile approachMake the needs explicitIf worried about accuracy, put a confidence factor on itRelationshipsThere can be different types of relationships; relationships can have contextrequired for, critical to, related, supporting, alternative, risk basedDont over-complicateUse very few typesGovernance is criticalTake an agile approach

Needs and Relationships in General32

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Product people have different definitions of market needs and will depict the same need differentlyAsk three people what is important, what the needs are, and you get three different answers

Technology people will define the same products differentlyIf 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 productsThis is a result of the manual approachAccuracy33

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Composite roadmaps preserve the ownership and accuracy of each component roadmapComposite Roadmaps34

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OwnershipMaintenanceVisibility

CreatorsConsumersOrganizational Structure35

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36Governance Guides Individuals and OrganizationsThe structures of governance provide a framework for choice and behaviors

Internal GovernanceCodes of Conduct, Organizational Culture, Ethics, Principles & Standards

Decision GovernanceStrategy and Execution Decision Making

Operational GovernanceGate/Decision Meetings, Portfolio Reviews, Strategy &Planning

External GovernanceIndustry Standards, Government Requirements & RegulationsHow is decision making managed?What operational processes are used?What external requirements must we fulfill?What behaviors do we expect?IndividualsProcessesChoicesOrganization

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AccuracyRoadmap accuracy will improve as the process is institutionalizedContentRoadmaps evolve as you get more informationEmbrace changeProcess (roadmapping)Roadmaps evolve to be more than a Gantt chart and communication become more dynamicRoadmapping evolves to includes financial goals and objectives stated as needs with visibility as to how to fulfillRoadmapping evolves to connect the strategic plan to the execution items

Roadmapping Evolution37

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Identify the key elementsDont forget financials (often overlooked)IterateMake it easierMake it routineMove from Call to Action to Periodic to Routine

Agile ApproachStructureOwnershipElementsData attributesBackground and Related DataSwimlanesTemplatesLegendsRisksConnections / Relationships

Roadmapping is about communication above all else

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All of this is hard to do without a database-enabled system Software can automateThe processesThe roadmap updatesThe connections and relationshipsThe communicationSoftware can improve the quality and accuracySoftware39

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40Level of effort is minimized over time while supporting sustainable value propositionReturn on InvestmentStructured Database Approach

Level ofEffort

TimeValueManual Process

TimeValueLevel ofEffort

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Thank you for your attentionAny questions? Copyright Sopheon plc. Sopheon Confidential

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