Strategic Roadmapping

Deliver "game changing" products via the transformation of the business via Strategic Roadmapping.

The delivery of products that are well timed to market needs is becoming more critical as competition stiffens. Being able to identify market trends and develop (new) products to satisfy customer needs relies on the development and execution of a strategic plan. However, many companies recognize that strategic planning needs to go much deeper than market/product plans. What is further needed is the strategy to deliver new technologies, via new organizational capabilities, that realize these (new) products to satisfy (new) market/customer needs.

Strategic Roadmapping is the process of identifying a time-based hierarchy of strategic tasks required to bring “game changing” products and/or technologies to the market; similar to a Gantt chart and/or work breakdown structure. The following are its key elements:

  • Market Trends – identifies key market events, current & future, that drive customer needs
  • Product Opportunities – identifies potential (new) products envisioned to satisfy market trends
  • Required Technologies - identifies the new technologies required to be developed and incorporated into new products
  • Organizational Capabilities – identifies organizational changes needed, in terms of staff and equipment, to deliver the new technologies.

These four elements are plotted on a time line. Market Trends are typically plotted first; with the period of calendar time for each trend. Then, working backwards (in time) satisfying products’ lead-time is plotted. And similarly, the technologies and capabilities are plotted. The intent is to determine what capabilities and technologies an organization must be developing “today”, to deliver the products that satisfy the market needs of “tomorrow”.

Obviously, there is risk through this process. Market trend “crystal balls” aren’t always reliable enough to accurately predict the future. New product development is difficult; let alone delivering on a schedule. People and equipment take time to develop and/or acquire. New technologies, capable of being commercialized, are rare at best. The key is to mitigate these inherent risks.

The answer is to transform the existing, high level, product planning efforts into in-depth strategic roadmaps via TransR’s foundational solutions. By combining Strategic Roadmapping methodologies with improved business processes, resources can be more reliably deployed for product realization success. Market trends can be more efficiently evaluated to identify potential new products via improved product portfolio management. New product delivery can be better planned and reliably achieved via formalized development processes that improve organizational speed, effectiveness, and capacity. Potential acquisitions can be reviewed for improvements relative to new technologies and capabilities.

By fully exploiting Strategic Roadmapping methodologies, via the deployment of improved business processes, the risks associated with the delivery of “game changing” new products can be reduced. What was a meandering invention process, with unclear objectives and high risk, is now a new product development charge with strategic purpose and direction - “a road map to a successful future”.