roadmapping works: get started
TRANSCRIPT
Roadmapping Works: Get StartedJoin the conversation! #RoadmappingWorks
Paul 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 tool
What is a Roadmap?
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• “Roadmapping” is more important than “Roadmaps”
• As with roadmaps, there is not one single answer
• Objective is to enable better decisions in a more timely manner and to know when those decisions are no longer valid
What is Roadmapping?
Roadmapping Constructs• Elements -- markets trends, market events,
business objectives, priorities, products, technologies, capabilities, platforms, patents, skillsets, people, geographies
• Graphical visualizations• Background documentation• Data attributes• Process(es)• Ownership
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Call to Action Periodic Continuous
• Something happens that causes you to re-assess
• Ad-hoc by product owners
• Product 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 plans• Quarterly or
semiannual reviews
• Challenge 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…
1. Call to action / event based2. Periodic / planning based (annual or otherwise)3. Continual
POLL QUESTION
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3 operational business capabilities need to change to WIN
Global Trends Driving Corporate Disruption
1. Annual planning becomes dynamic and iterative
2. Strategic initiatives must be realized at a higher rate
3. Innovation management is “connected”
Power of the ConsumerGlobal Digitization
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Design Development Scale Up
Market Introduction
Big BetsMarket Segments
The Disconnected Innovation Enterprise External Supplier
Data
Competitor Information
Customer
Insights
In-Market
Roadmapping Market Data
STRATEGIC PLANNING - OBJECTIVES, GOALS, TARGETS, STRATEGIES
PORTFOLIO MANAGEMENT - PRIORITIZATION AND RESOURCE ALLOCATION
CROSS-FUNCTIONAL COORDINATION & DECISION MAKING
Engineering Promotion
Results Analysis
Sourcing/Supply
Sales & Distribution
RegulatoryApproval
Operational Planning
Product Phase-OutAnalytics
Test
Planning
Concept
Business Case
EXECUTION ACTIVITIES
Concept Proposal
QA/Testing SKUs Part NoBOMs
Manufacturing
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Developing 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 reporting
• Indicate alignment of markets, products, technologies and investment opportunities to a well-defined corporate innovation strategy
• Create narrative threads between an organization’s current state and potential future states through verifiable company/market data instead of generalized graphical representations
• Clearly depict product lifecycle progression including implications of ramp-up and phase-out activities
• Coordinate innovation investments with existing product obsolescence• Visually 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 Objectives
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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.
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 intensive• Need many artifacts to tell the story: visuals, documents• Multiple views with overlapped data needed to tell a complete story• Hard to keep all those current• Updating at year end is labor intensive
Why is Roadmapping Hard?
Manual Process
Time
Value
Level ofEffort
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Roadmapping Processes
• Environmental Scans• Horizon Goals• Workshops• Gap / Opportunity Analysis
• Review• Update• Rebalance
• Organizational Review• Capability Assessment• Corporate Strategy Review• Market Roadmaps• Product Roadmaps• Technology Roadmaps• Risk Analysis• Gap Analysis• AOP Planning
Long Range Operational Quarterly
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Planning Across Horizons
Today0 - 1 Year
Tomorrow2 - 4 Years
Beyond5+ Years
Market Roadmaps
Product Roadmaps
Technology Roadmaps
Existing Market/Programs Differentiated Business Value Breaking Opportunities
New Market/Programs Acquisitions/Divestitures
Customer Collaboration
Incremental Improvement Differentiated Business Value Differentiated Products
Alternative Scenarios
End of Life
Risk Mitigation Platform Transformation
Disruptive Technologies Alternative Paths
Make vs. Buy
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• Structure• Ownership• Elements
• Data attributes• Background and Related Data• Swimlanes
• Templates• Legends• Risks• Connections / Relationships• Process and Governance
Key Roadmapping Elements
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Common:• Trends, events, competitors, internal
goals … the business environment• Products, services … the things that
generate revenue• And things that support products:
programs, products, etc.• Technologies, platforms, skillsets,
people … enablers
Basic Structure
Acme
Markets Products Technologies
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Other Structures
Acme
Corporate Business
Segments
Business Unit A
Business Unit B
Corporate Strategies
Grow Our Core
Enter New Markets
High Tech Villages
Competencies
Optics and Imaging
Wireless and Data
Power and Displays
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• Ownership• Visibility• Relationships
• What are the layers?• How do they link together?
• Why?• Use a few groupings as possible• Start simple! Expand later.
Structure Considerations
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• Ownership• Who owns the layers?• Who owns the links between layers?• Who owns (governs) the process?• Who defines the rules?
• Ownership is more important than structure
Ownership
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Planning Elements
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Data Attributes
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• Competitive reports• Market guides• Technology outlooks• Competency assessments• Gap assessments• Risks assessments
Background and Related Data
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• Reflect the message(s) you want to tell
• Best practices: common swimlanes for all roadmaps of similar type (e.g. market, product, technology)
• Templates• Too many makes it hard; too few
and the value is lost
Swimlanes
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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 layers• A need must have a point in time; this creates a deadline
How to Define the Relationships (Links)
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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 don’t 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” Layer
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• In our roadmapping process, capturing and aligning to market needs is…
1. Important and we do it well2. Important but we don't do it well3. Not important for our business
POLL #2
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• Required capabilities• Define what is missing to deliver to needs level 1• Remember: data, documentation, etc. to capture it
Needs from the “Product” Layer
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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 needs• Enablers are created to fill the capability gaps• Documentation is important (often critical)
Prioritization
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• Needs will not be complete, and may not be accurate for very long (if at all) • Take an agile approach• Make the needs explicit• If worried about accuracy, put a confidence factor on it
• Relationships• There can be different types of relationships; relationships can have context
• required for, critical to, related, supporting, alternative, risk based• Don’t over-complicate• Use very few types• Governance is critical• Take an agile approach
Needs and Relationships in General
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• Product people have different definitions of market needs and will depict the same need differently
• Ask three people what is important, what the needs are, and you get three different answers
• Technology people will define the same products differently• If 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 products• This is a result of the manual approach
Accuracy
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Composite roadmaps preserve the ownership and accuracy of each component roadmap
Composite Roadmaps
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• Ownership• Maintenance• Visibility
• Creators• Consumers
Organizational Structure
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Governance Guides Individuals and OrganizationsThe structures of governance provide a framework for choice and behaviors
Internal Governance
Codes of Conduct, Organizational Culture,
Ethics, Principles & Standards
Decision GovernanceStrategy and
Execution Decision Making
Operational Governance
Gate/Decision Meetings, Portfolio Reviews,
Strategy &Planning
External Governance
Industry Standards, Government
Requirements & Regulations
How is decision making managed?
What operational processes are used?
What external requirements must we fulfill?
What behaviors do we expect?
Individuals ProcessesChoices Organization
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• Accuracy• Roadmap accuracy will improve as the process is institutionalized
• Content• Roadmaps evolve as you get more information• Embrace change
• Process (roadmapping)• Roadmaps evolve to be more than a Gantt chart and communication become more dynamic• Roadmapping evolves to includes financial goals and objectives stated as needs with visibility as to how
to fulfill• Roadmapping evolves to connect the strategic plan to the execution items
Roadmapping Evolution
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• Identify the key elements• Don’t forget financials (often overlooked)
• Iterate• Make it easier• Make it routine• Move from “Call to Action” to Periodic to Routine
Agile Approach
• Structure• Ownership• Elements
• Data attributes• Background and Related Data• Swimlanes
• Templates• Legends• Risks• Connections / 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 automate
• The processes• The roadmap updates• The connections and relationships• The communication
• Software can improve the quality and accuracy
Software
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Level of effort is minimized over time while supporting sustainable value proposition
Return on Investment
Structured Database Approach
Level ofEffort
Time
Value
Manual Process
Time
Value
Level ofEffort
Thank you for your attentionAny questions?
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