mati deliverables

Download MATI Deliverables

Post on 23-Jan-2015




2 download

Embed Size (px)




  • 1. MATI II Deliverables Instructions for accessing information from Deliverables listTo access documents of interest in the listing of Deliverables, scroll down. The category heading is in large type and items within the category are coded and numbered. Thus the first item in roadmapping is labeled R1, the first item in technology transfer is TT1. Clicking on the link under the document name will take you to the document on the web. To access a new document, return to this Word file. To aid in scrolling, a detailed menu follows (roadmapping, technology strategy/portfolio management and technology transfer begin on new pages and page numbers are indicated, allowing use of the go to command.) The document was prepared in Palatino and probably formats best if opened using this font. Contents Roadmapping (R) (pages 3-10) Core Documents Tools, templates and processes & cross-company comparisons (R1-R8) Company roadmapping cases (R9-R11) Organizational considerations (R12-R14)Additional materials (pages 6-10) General roadmapping perspectives (R15-R24) Non-linear/Multi scenario roadmapping (R25-R27) Industry roadmapping (R28) Science roadmapping (R29) Bibliographies (R30-R31)In-depth Reading (R32) (page 10)Technology Strategy and Portfolio Management (TS/PM) (pages 11-16) Core Documents Technology strategy and futures studies Technology foresight (TS/PM1-TS/PM4) New Perspectives (TS/PM5-TS/PM11) Portfolio management (TS/PM12-TS/PM14)Additional and MATI I Materials (TS/PM15-TS/PM-18) (pages 15-16) Bibliographies (TS/PM19-TS/PM21)Technology Transfer (TT) (pages 17-19) Core Documents1

2. Tools, templates and processes (TT1-TT4) Presentations and papers (TT5) Additional and MATI I Materials (TT6-TT8) (page 18)For In-Depth Reading (TT9-TT10) (pages 19)Technology Sourcing (TS) (page 20) (TS1-TS5)Organizational Issues (ORG) (page 21) (ORG1) Also see organizational issues in Roadmapping sectionStandards Management (S) (pages 22) Templates (S1) Cases (S2) Project (S3)Technology and Marketing (T&M) (pages 22-23)(T&M1-T&M2)Intellectual property (IP) (page 24)(IP1))Technology Management (TM) (pages 25)(TM1-TM2)2 3. Deliverables Summaries and LinksROADMAPPING (Unless otherwise noted, slides are in Power Point, pages are in Word). To access documents, click on the linkRoadmaps, as viewed by the MATI community, are documents that reveal the key defining elements of the markets, products, and technologies for a select part of the firm. Roadmapping is the activity of creating and then communicating those roadmaps for decision making. Roadmaps are unique documents in their emphasis on time and change, rather than treating assumptions as constants. Roadmaps take those moving targets and establish their priority, extend them using forecasts, and link them across the firm and sometimes through the customer, partner, and supply chain. 1. Core DocumentsTools, Templates and Processes & Cross Company Comparisons(R1) Lucent's Product/technology Roadmapping Template with Explanations (14 slides) Overviews roadmapping, including Competitive Strategy & Differentiation, Market Share & Growth, Product Evolution Plan, Product Roadmap, Experience Curves, Product Drivers, Technology Roadmap, Component Forward-Costing Model, Software Roadmap, Manufacturing Roadmap and Technology Attack Strategy.(R2) Lucent's Product/Technology Roadmapping Template with Explanations and Sample Data (14 slides) A roadmap for Lucent using wireless handsets as an example to illustrate the format and the roadmapping process.(R3) Enterprise-wide Requirements and Decision Management with Strategic Roadmap Planning, Gary DeGregorio (Motorola) 1. Overview of Motorolas decision system to enable improved organization-widedecision making and roadmapping (13 slides PDF) 2. The complete exposition (38 slides PDF) Rockwell's Roadmapping Template (19 slides) 4. The process is illustrated though presentation of Market Driver, Technology Enabled, Figures of Merit, Business Unit Core Competencies (driven by Core Technologies & Core Capabilities), Technology Migration, Technology Competitive Position, Potential Disruptive Impact, Roadmap Strategy, Business Unit Core Competencies, Business Initiatives, Market Dynamics, Business Interdependencies, and the Competence/Hurdle/Impact of the 6 Most Wanted.(R5) Siemens-Westinghouse's Roadmapping Template, Harry Morehead (9 slides) Siemens-Westinghouses Roadmapping process is described in terms of Uses, Product Line Direction, Strategic Technology Objectives, Technology Roadmap for Enabling Technology, Enabling Technology Objectives & Milestones. The role of Embryonic Technologies is described through Programs, Summary, and Status overviews.(R6) Motorola's Roadmapping Process and Template, Pat Richardson (6 slides) Motorolas discontinuous renewal process (heavily impacted by both people and technology), leading to emerging businesses, is described through the 4 key parts (Technology Strategy, Technology Roadmaps, Scenario Plans, and Minority Report) and illustrated through a hypothetical Audio/Visual Industry Scenario Plan and an illustration of a completed Technology Roadmap.(R7) Roadmapping Process Checklist - A list of common activities necessary to complete the roadmapping process including market drivers and technology strategy (3 pages) Technology roadmaps are the documentation of a structured process to define, analyze, and plan the development of a core product/technology. Some companies use a small group of technical experts to keep the roadmaps current. The better approach is a multi- disciplined one where experts from engineering, research, marketing, planning, etc. are involved in the process. Each company will implement the process in its own way. However, there are some common concepts that all companies deal with while implementing the roadmapping process. After the technology, product line, product, or component is identified, in general terms, as a candidate for the roadmapping process, the following activities are necessary to complete the detailed roadmapping process. The results from each activity are documented on a series of roadmapping templates for presentation, as needed.(R8) Roadmapping Benefits Diagnostic, Elliott Fan and Mike Radnor, IBD - In development. This diagnostic tool is designed to assist firms considering roadmapping to determine the benefits they are likely to obtain, given their needs and goals and the technology management processes they currently use. Background, rationale (6 slides) 5. Summary of topics/sample questions & comments (9 slides - Open in Notes mode) Company Roadmapping Cases (R9) Roadmapping Applications at Lucent, Rich Albright (22 slides) Roadmaps (what they are, how they are structured and used) and roadmapping (the process of developing roadmaps is at least as important as the finished product).(R10) Roadmapping at Siemens-Westinghouse, Harry Morehead (6 slides) The overview of uses provides the context for Roadmaps that lead to the direction for product line technology development in the context of strategic technology objectives and culminating in a roadmap for enabling technology.(R11) Roadmapping at Motorola: Brief Outline of Roadmapping in Motorola, Paul Odlyzko, Motorola (5 slides) An overview of Motivation, Personalities, and Process, precede a summary of the current use of Technology Roadmaps.Organizational Considerations (R12) Getting Other People to Roadmap, Tom Kappel, Lucent (4 slides) The job of implementing roadmapping is really one of getting others to learn the technique, create roadmaps and then use the output in meaningful ways. A measurement scheme is needed to know how well you are implementing it. Three measures are suggested (the MATI I study using "aligned decisions"). The commonly used techniques are then discussed in terms of their effect using those measures. See Getting Buy-In for Roadmapping, Tom Kappel in Intra-org. Issues.(R13) Roadmapping Behaviors, Tom Kappel, Lucent (13 slides) A summary of some findings from MATI I field research on roadmapping. Includes some basic definitions, discussion of how roadmaps are used, and how it can be measured. Tentative conclusions are presented on ideal conditions for roadmapping and the successful tactics for implementing or spreading it.(R14) Training Exercise: Intra-Organizational Issues in Roadmapping, Elliott Fan, IBD (in several sections as noted) In development. While still in development, this learning exercise has already been successfully piloted at two MATI meetings. It involves having executives from several departments (currently technology, marketing and strategy/finance but being expanded to include manufacturing) role play in a roadmapping development team. The team is required to develop strategies and roadmaps under changing conditions, for a fictitious firm. The package of materials inc