Recognize technological potentials and market trends at an early stage and communicate them successfully in the company!
Added value & time horizon
Added value: Integrated market / product and technology view
Time horizon: short, medium and long term
Technology Push & Market Pull
Recognizing technological potentials and market trends early on and communicating them in the company in a structured way – roadmapping makes it possible! No matter if departmental or cross-company, whether technology-focused or sales-oriented or all in one roadmap. Roadmapping can be easily adapted to your needs, methodically founded and leanly anchored in the company.
Not only the finished roadmap and its analysis generate economic potential, but very valuable results are generated during the creation process:
- Externalize existing and relevant knowledge of all involved (technology and market view)
- Identification of the relationships and dependencies of technological developments, products or services and other factors such as capacities and competencies (Tecchnology Push & Market Pull)
- As a communication platform, the roadmap leads to the establishment of a common understanding of all stakeholders with regard to the strategic focus (short, medium and long term), the future technological and market developments and their legal / legal framework conditions
- The roadmap can be used to quickly prioritize project and resource planning,
discuss future options for action, and observe relevant technology and market developments
If the roadmapping is established in the company / department, the time required is considerably reduced and it becomes a very efficient tool that provides orientation and communicates future goals graphically
The process of creating a roadmap can be illustrated by a practical four-step approach:
- Definition of a field of view
- Structuring this field of view
- Creative search process or externalization of existing and relevant knowledge
- Roadmap analysis, review and evaluation
Definition of a field of view
First, a field of view is defined. The level of detail of the roadmap depends on the targeting. So you can create a roadmap for an entire product range or for a single product.
In this phase, different “lanes” of the roadmap are now defined and illuminated. In general, these “lanes” focus on: market (umfled), product, technology and research & development. Often, regulation, material and capacities are additionally used. Furthermore, the observed time horizons (short-term and long-term) are determined. With the “lanes” and the timeframe the raodmap “architecture” is defined and the creative search process can start.
Creative search process
For each “lane” all relevant developments are now identified, arranged in chronological order and the dependencies on other developments determined. It can be helpful to create this for every single “fare” (market, technology, research & development).
Roadmap analysis and evaluation
In roadmap analysis, a consistency check is first performed. This shows whether in the future there will be products or services on the market that can not be produced or provided at present or at short notice, because, for example, the necessary technologies for producing the product or service are not available. This should be clarified by the blue circle in the picture below. Even time critical development paths are visible after analising the roadmap. The evaluation of the roadmap can lead to a prioritization of certain products / services and technologies, for which action options are then formulated. Furthermore, project and capacity planning can be derived from these options for action and a stage gate process for short-term target achievement