1. Come progettare l’evoluzione
tecnologica dell’impresa
Stephen Taylor – Dirigente, Servizio Trasferimento Tecnologico
AREA Science Park
www.cebbis.eu …………………………………………………………………………………………………………………………
The CEBBIS project is implemented through the Central Europe Programme co-financed by the ERDF

2. Dall’idea al mercato
………………………………………………………………………………………. www.cebbis.eu
RICERCA AZIENDA MERCATO
sottotitolo presentazione
IDEA SVILUPPO PRODOTTO

3. SRI Cinque discipline
………………………………………………………………………………………. www.cebbis.eu
dell’Innovazione
Come garantire innovazioni di alto valore
X X X X =
Importante Creazione Campioni Team Alineamento Valrore per
esigenza di di Valore Organizzativo il cliente e
mercato successo
per l’azienda
Mirare al valore più alto possibile per il cliente
Usare “Best Practices” per innovare spinto da
miglioramento continuo

4. ………………………………………………………………………………………. www.cebbis.eu
Business Intelligence

5. Business
………………………………………………………………………………………. www.cebbis.eu
Intelligence
Wikipedia:
 un insieme di processi aziendali per raccogliere ed analizzare
informazioni strategiche.
 la tecnologia utilizzata per realizzare questi processi,
 le informazioni ottenute come risultato di questi processi.
Questa espressione è stata coniata nel 1958 da Hans Peter Luhn,
ricercatore e inventore tedesco, mentre stava lavorando per IBM.

6. Business
………………………………………………………………………………………. www.cebbis.eu
Intelligence
 Business Intelligence: raccolta ed elaborazione di dati da parte delle
organizzazioni. “I dati raccolti vengono opportunamente elaborati e
vengono utilizzati per supportare concretamente - sulla base di dati attuali
- le decisioni di chi occupa ruoli direzionali (capire l'andamento delle
performance dell'azienda, generare stime previsionali, ipotizzare scenari
futuri e future strategie di risposta). In secondo luogo le informazioni
possono essere analizzate a differenti livelli di dettaglio e gerarchico per
qualsiasi altra funzione aziendale: marketing, commerciale, finanza,
personale o altre.” (http://it.wikipedia.org/wiki/Business_intelligence)
 Tool: SBI “Explorer”, mappe tecnologiche di settori innovativi.

7. Business
………………………………………………………………………………………. www.cebbis.eu
Intelligence
Un esempio di collaborazione internazionale di AREA:
Strategic Business Insights (SBI), uno spin-off di SRI
International, formerly Stanford Research Institute:
le Technology Map di Explorer

8. SBI e SRI
………………………………………………………………………………………. www.cebbis.eu
International
SBI SRI International
Dedicated management- SRI
More than 1800 scientists,
consulting practice: Worldwide Locations technologists, engineers, and
Pioneer of scenario planning for futurists worldwide
strategy development
More than 100 disciplines
Scan: Alerting clients to early Tokyo
signs of change More than 1000 active research
Seoul and consulting projects at any time
Explorer: Commercial London
opportunities from over 30 Service to more than 2000 client
Menlo companies every year
technology areas including Park
electronics and IT, process and Princeton Outsourcing of R&D
biotechnologies, energy and Washington, DC
materials
The VALS™ typology for consumer
acceptance of technology New Technology
Spin-Off Companies
Firms like Nuance that provide
commercial applications for SRI-
developed technologies

9. SRI International: la
………………………………………………………………………………………. www.cebbis.eu
storia dell’innovazione
1950 1960 1970 1980 1990 2000
ERMA Banking HDTV
Computer Optical Disk Scenario-Based
Prototype Reading Planning
CBOT, CME
Ink Jet Printing Halofantrine Hand-Held Continuous Speech
Falciparum malaria Computer Recognition for
treatment marketed Telepresence Surgery
Telephone
by SmithKline and Transactions A new method of
the WHO performing surgery using
MICR Encoding Multimedia computer-mediated
for Checks Electronic surgical tools that provide
i4
Mail improved accuracy and
flexibility,
Mouse Input Information especially in minimally
All Magnetic
Device Security invasive procedures,
Logic
and provide a future
technology platform for
Hirudin
Hypertext remotely performing
Small protein that inhibits surgical procedures
major blood-clotting, used
Pen-Input in the treatment of
Computing cardiovascular disease and
Modem
Acoustic cancer
Coupler
ARPA net

10. Alcuni spin off
………………………………………………………………………………………. www.cebbis.eu
di SRI International
SBI - Strategic
Business Insights

11. Explorer: le
………………………………………………………………………………………. www.cebbis.eu
tecnologie monitorate
Advanced Silicon Microelectronics Nanoelectronics
Biocatalysis Nanomaterials
Biomaterials Novel Ceramic/Metallic Materials
Biopolymers Optoelectronics/Photonics
Biosensors Organic Electronics
Connected Cars Pervasive Computing
Connected Homes Photovoltaics
Engineering Polymers Polymer-Matrix Composites
Flat-Panel Displays Portable Electronic Devices
Fuel Cells Portable Power
Genomics Renewable Energy Technologies
Knowledge-Based Systems RFID Technologies
Knowledge-Management Tools Robotics
Membrane Separation Smart Materials
MEMS/Micromachining Solid-State Microsensors
Mobile Communications User Interfaces
Nanobiotechnology Virtual Worlds

12. Le schede di
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Explorer
Commercial Development Parameters Opportunities: Applications
Synergistic Technologies
• Interfaces (Human-Machine, Machine to • Miniature Power Sources
Machine, Machine to Environment) • Ubiquitous Embedded Processing
• Wireless Networks (Cellular, Bluetooth, • Software Architecture
Wi-Fi)
• Identification of Nodes
Required Resources Demand Factors
• Partnering Capabilities • Military and Government
• IT Expertise • Industrial/Commercial
• Spectrum Licenses • Consumer
• Funding for Research
and Development 1
2
3
Regulatory Factors
4
General Constraints
• Value Capture
Opportunities: Business Environment
5
• Privacy • Standards and Interoperability
• Security • Storage and Scalability
Competing Technologies
• Liability • Cost
• Current Computing Environment
• Human Tools
Building Blocks of the Implications
Technology • Growth in GMO-Production Technology
• Growth in GMO-Production Technology
• Product Formulation Improved by
• Application for Nanotechnologies Biopolymers
• High-Throughput Screening • Favorable Regulation of Functional Foods
Improvements and Nutraceuticals
• Progress of Combinatorial Methods • Consumer Preferences Move toward
• Advances in Enzymatic and Cell-Free Convenience Foods and Functional and
Synthesis Nutraceutical Foods
A B
New technologies will lead Biopolymers enhance food
to novel biopolymers. qualities and production.
Implications of Commercialization
A+B+C Bioploymer-enabled food processing enhances food formulation and provides a competitive edge in
A+C
the industry.
Biopolymers enhance performance of consumer and industrial products and processes. Players
A+C Fine control of biopolymer production through cellular synthesis leads to customizable material
features, and GMOs become a key source for biopolymer production.
Issues and Uncertainties A+C+D Advanced medical treatments and devices emerge.
C Biopolymers gradually replace petroleum-based materials.
Enabling Com ponents Added
Value System s
• Basic Node Com ponents • Netw ork Infrastructure
• Factors and Events That Will Enable Technology Commercialization
— Intel — Cisco
Emerging Commercial Opportunities
— Motorola — Siem ens
— Hitachi
• Softw areArchitecture
Intelligent • Interface Nodes — SRI International
Standards and
Wireless Privacy Agents — Speech Works — IBM Corporation
Human- Interoperability
Ne tworks — Philips Speech Processing
High Computer — HP Laboratories
Interfaces Contex t — Nuance — PARC
Softwa re Awareness
• Work Nodes
Smart Spaces Productivity • Standards
Impact
Business — Palm — Bluetooth SIG
Security Models — Sunbeam — IETF
— Matsushita Electric — IEEE
Medium
Applications
• Mobile Autonom ous Sw arm s — Nokia
— Crossbow T chnologies
e — NTT DoCoMo
Low — Xybernaut • Personal Netw orks
• Sm art Spaces — Sensatex
— Display Edge Technology — Sony
Low Me dium High — Sym bol Technologies — MIT Media Lab
Uncertainty

13. Capire la
………………………………………………………………………………………. www.cebbis.eu
tecnologia

14. Capire i parametri di
sviluppo commerciale
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Pervasive Computing
Synergistic Technologies
• Interfaces (Human-Machine, Machine to • Miniature Power Sources
Machine, Machine to Environment) • Ubiquitous Embedded Processing
• Wireless Networks (Cellular, Bluetooth, • Software Architecture
Wi-Fi)
• Identification of Nodes
Required Resources Demand Factors
• Partnering Capabilities • Military and Government
• IT Expertise • Industrial/Commercial
• Spectrum Licenses • Consumer
• Funding for Research
and Development 1
2
3 General Constraints
4
Regulatory Factors • Value Capture
5
• Privacy • Standards and Interoperability
• Security • Storage and Scalability
Competing Technologies
• Liability • Cost
• Current Computing Environment
• Human Tools

15. Capire l’impatto potenziale
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e le aree da monitorare
Pervasive Computing
Intelligent
Wireless Standards and
Privacy Agents
Human- Interoperability
Networks
High Computer
Context
Interfaces Software
Awareness
Smart Spaces Productivity
Impact Business
Security
Models
Medium
Low
Low Medium High
Uncertainty

16. Capire le implicazioni della
………………………………………………………………………………………. www.cebbis.eu
commercializzazione
Biopolymers
• Growth in GMO-Production Technology
• Growth in GMO-Production Technology
• Product Formulation Improved by
• Application for Nanotechnologies Biopolymers
• High-Throughput Screening • Favorable Regulation of Functional Foods
Improvements and Nutraceuticals
• Progress of Combinatorial Methods • Consumer Preferences Move toward
• Advances in Enzymatic and Cell-Free Convenience Foods and Functional and
Synthesis Nutraceutical Foods
A B
New technologies will lead Biopolymers enhance food
to novel biopolymers. qualities and production.
Implications of Commercialization
A+B+C Bioploymer-enabled food processing enhances food formulation and provides a competitive edge in
the industry.
A+C Biopolymers enhance performance of consumer and industrial products and processes.
A+C Fine control of biopolymer production through cellular synthesis leads to customizable material
features, and GMOs become a key source for biopolymer production.
A+C+D Advanced medical treatments and devices emerge.
C Biopolymers gradually replace petroleum-based materials.
• Factors and Events That Will Enable Technology Commercialization
- 18 - Emerging Commercial Opportunities

17. Le opportunità
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OPPORTUNITIES FOR SMART MATERIALS Emerging Applications
Industry Current Applications Within 5 Years Within 10 Years
Engine, Drive-Train and Fasteners Vibration
Self-Repair
Suspension Components Control
Automotive
Light and
Smart Mirrors Self-Repairing Coatings Heat Control Haptic
Structural Monitoring
Smart and
Aerospace and Vibration and
Adaptive
Defense Noise Control
Structures
Actuators
Minimally Drug Delivery Self-Powered
Orthopedics and
Medical Invasive Monitoring
Prosthetics
Surgery Medical Analysis Devices
Valves Energy-Saving
Earthquake Dampers Noise Control
and Seals Systems
Industrial, Power
and Construction
Vibration Control NDTE Motors and Actuators Smart Structures
19 -

18. Catene del valore
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VALUE CHAIN FOR SMART MATERIALS IN AEROSPACE AND DEFENSE APPLICATIONS
Enabling Components Applications
Smart Materials Aircraft,
Research and Parts and
and Vehicles,
Development Title Systems
Title Title
Components and Weapons
Key R&D and Funding Magnetostrictives Defense Systems
QinetiQ Newlands Scientific BAE Systems Lockheed Martin
DARPA Etrema Products Northrop Grumman General Dynamics
U.S. Navy Raytheon Textron
U.S. Army Shape-Memory Alloys United Technologies Thales
SRI International • EADS NV
Adapta
MIT Aerospace Components Aircraft
mat
NASA Rolls-Royce Boeing
Memory Metalle
ORNL Smiths Industries Airbus
NDC
Memry Corp. General Electric Bombardier
Dynalloy, Inc. Siemens AG Dassault
Smart Polymers
Heraeus Materials Textron Saab AB
Cornerstone
Hindustan Aerospace
Bayer MaterialScience
Piezoelectrics
Many Suppliers

19. Scan: Open
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Intelligence
 Insight about the defining forces of the business environment
 Peripheral vision for innovation
 Frameworks—identification of threats and opportunities—for
successful strategies
 Scanning for early signals of change

20. Most Systems Target Key
External Information
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Identify the kind of
information that is
important strategically
Watch Focus Study
Create a list of most Study in depth those
important information items that require deep
and trends to understanding before
systematically monitor Act action takes place
Execute actions
triggered and
supported by the
intelligence activities

21. Most Businesses Excel In
Targeted Intelligence
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 Targeted Intelligence processes:
 Monitor topics identified through an internal company process or by key decision
makers
 Track development of issues that have strategic importance
 Stimulate and trigger decision making
 Once important intelligence topics are identified,
decision makers know how to analyze them—
 Where to go for more information
 How to monitor changes
 When to report back on new developments

22. Scanning:
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Open Intelligence
Scanning enables companies to look continuously across diverse sources
for new signals of change that may have an impact but are not yet on a
company watch list. Scanning brings many new ideas to light.
Scan
Watch Focus Study
Create a list of most Study in depth those
important information items that require
and trends to
systematically
Act deep understanding
before action takes
monitor place
Execute actions

23. Scan is an Open
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Intelligence Process
 Open Intelligence processes:
 Provide early warning about topics not yet identified as strategic
 Continuously scan unstructured information about the external environment
 Cluster data points into topic areas of possible strategic importance
 Identify new topics of strategic importance (through sorting and ranking) that may require
monitoring in the targeted process
 Decision makers need a process to identify and apply
intelligence from the volumes of unstructured external
information in a way that is:
 Continuous
 Systematic
 Refreshing to the targeted intelligence processes

24. The Process
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Of Scanning
Monthly
Scan
Meeting
Monthly Set of
100 Abstracts
Scanners Pattern
and Their Recognition
Abstracts
Signals of
Scan
Change of
Signals
Scan
Change of
Signals
(on the Scan of
Signals
Consultatio
Insights
Scan
n onInsights
specific
Change
(on the Scan (on theScan
Change
Web and in
(on the Scan Analysis and Insights
Signals of
Change the
(onInsights
Web and in Scan
(on the
Web the Scan
(on
Scanand in
Scan
Research Scan
Web) the
(on
Web and in
Monthly) Scan
Web)
Scan
Monthly) Scan
Scan Web)
Monthly) Web)
Monthly)

25. Scan™ Abstract
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Origins
We look for In all arenas
 Faint signals of change  Consumer behavior
 Discontinuities  Regulations/politics
 Inflection points  Business processes
 Disruptive technologies  Culture
 Outliers  Publicopinion
 Unconventional wisdom  Science and Technology

26. Finding Clusters Of
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Related Abstracts
Scan abstracts typically cluster around industry categories.
Abstracts about Abstracts about Advertising and
Health Care Wireless Retailing
Technologies
Potential Defining Forces
Privacy
Abstracts
about
Abstracts about Education
Abstracts about Information Technologies
Manufacturing and the Internet

27. Clustering
………………………………………………………………………………………. www.cebbis.eu
Close-up
Scan provides a way to recognize interesting ideas and drivers of change across
industry categories.
How do these abstracts relate
to each other?
They all involve continuous monitoring.

28. Prioritizing
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Clusters
Requires Requires Continue to Wait
Act immediate Monitor
Now study and
action See

29. Benefits Of
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Scan Process
 Specific benefits:
 Provides advance warning of possible emerging technological, commercial, and
cultural trends
 Fosters broad vision outside normal industry domains
 Sets up an analytical framework for deflating media hype
 Nurtures futures thinking more broadly in the organization.
 Broad structural benefit:
 Scanning is a reliable way to navigate through the turbulence of change. It allows decision
makers to identify:
– What to watch
– What to study
– What to act upon now

30. Scan
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Insight about the defining forces of the business
environment
 Peripheral vision for innovation
 Frameworks—identification of threats and
opportunities—for successful strategies
 Scanning for early signals of change

31. Emerging
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Technologies:
Explorer
for continued
monitoring and
Next evaluation
Generation
Technologies
to identify
commercial
opportunities
from emerging
Scan technologies
for early signs
of change and
trends
5 to 15 years 0 to 7 years
before commercialization before commercialization

32. ………………………………………………………………………………………. www.cebbis.eu
Establishing Your Own
Open Intelligence Process

33. Key Success Factors For www.cebbis.eu
……………………………………………………………………………………….
Open Intelligence Systems
 Require a senior level champion
 Select Scan meeting participants carefully. They need:
 breadth of expertise
 non-judgmental attitudes
 a creative spirit
 self-motivation
 humor
 Select a good facilitator
 Capturethe meeting discussion
 Hold meetings on a regular basis

34. Key Success Factors For www.cebbis.eu
……………………………………………………………………………………….
Open Intelligence Systems
 Provide incentives for submitting abstracts and attending meetings (for example,
a newsletter where cool ideas are reported)
 Design a simple process for abstract submission (such as on-line submission)
 Integrate the open intelligence process into the decision making process
 Protect from “accountantitis”—the demand for documentation of a return on
investment for the cost of the meetings.
 Develop a regularly scheduled process for determining if/when watch list topics
need to removed, studied and/or acted on

35. ………………………………………………………………………………………. www.cebbis.eu
Foresight

36. Foresight
………………………………………………………………………………………. www.cebbis.eu
Foresight is the application of a systematic, participatory,
future-intelligence-gathering and medium-to-long-term vision
building process to informing present-day decisions and
mobilising joint actions at the national and regional level.
(Miles and Keenan 2002)

37. Business
………………………………………………………………………………………. www.cebbis.eu
Foresight
Business Foresight: “processo sistematico partecipativo che
comporta la rilevazione di informazioni e la creazione di
visioni sul futuro a medio-lungo termine, destinato ad
orientare le decisioni del presente e a mobilitare i mezzi
necessari per azioni congiunte.”
(Commissione Europea - Direzione Generale Ricerca)

38. Tipologie
………………………………………………………………………………………. www.cebbis.eu
di foresight
FORESIGHT AREE DI
ATTORI OBIETTIVI
TIPOLOGIA RICERCA
Paesi e  Politica  Dirige gli
FORESIGHT
Istituzioni  Economia investimenti di
NAZIONALE
Nazionali  Società una nazione
Centri di  Industria
FORESIGHT Ricerca  Identifica trend
 Tecnologia
SETTORIALE associazioni di industriali
categoria  Disegno
 Industria  Da input alla
FORESIGHT  Tecnologia strategia
Azienda
AZIENDALE  Disegno  Da input alla
 Prodotti ricerca

39. Foresight
………………………………………………………………………………………. www.cebbis.eu
Politica
pianificazione
& decisioni
Foresight
Prospettive Partecipazione
& futuri & networking

40. Foresight -
………………………………………………………………………………………. www.cebbis.eu
caratteristiche
Foresight is not only about analysing or contemplating future
developments but supporting actors to actively shape the future. Purely
Action oriented analytical studies of possible futures without connection to possible actions
are not considered as Foresight.
Foresight assumes that the future is not pre-determined. The future can
therefore evolve in different directions, which can be shaped to some
Open to extent by the actions of various players and the decisions taken today. In
alternative futures other words, there is a certain degree of freedom to choose among the
alternative, feasible futures, and hence increase the chance of arriving at
the preferred (selected) future state.
Foresight is not done by a small group of experts or academics but
involves a number of different groups of actors concerned with the issues
Participatory at stake. The results are disseminated among a large audience from which
feedback is actively sought.
Foresight provides an approach that captures realities in their totality with
Multidisciplinary all the variables influencing them, regardless of the type (quantitative and
qualitative).

41. Obiettivi di
………………………………………………………………………………………. www.cebbis.eu
foresight
European Foresight Monitoring Network (EFMN): mapping 50 foresight exercises

42. Output e impatti
………………………………………………………………………………………. www.cebbis.eu
IMPATTI A BREVE IMPATTI A LUNGO
OUTPUT
TERMINE TERMINE
• Report • Creazione di reti di • Miglioramento del
• Elenco di tecnologie stakeholder processo per prendere
importanti • Supporto alle decisioni decisioni
• Condivizsione del • Capire e formare il
• Priorita
commitment per futuro
• Roadmap implementare decisioni • Aumento della credibilità
• Piani di azioni • Miglioramento del e accettabilità delle
decisioni
• Visioni di futuri processo per prendere
desiderati decisioni • Riconfigurazione del
• trasparenza sistema
• Supporto nella
definizione della • legittimità • Creazione di una
capacità per foresight
strategia/politica continuativa

43. Il processo
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di foresight
1 Feasibility assessment
Landscape Policy cycle Political support
2 Scoping and design
Major design Obtaining resources Setting-up Designing the
decisions methodology
Defining the focus Costs Information gathering Methodological framework
Setting the objectives Funding Organisation design Process:
Defining the users, Skills and competences Project team definition Diagnosis
outcomes, scope, approach Steering Committee def. Prognosis
Setting the time horizon Communication strategy Prescription
Setting the timeframe Implementation plan Foresight methods
3 Implementation
Time Cost/Resources Quality/Scope
4 Follow up
Dissemination Evaluation Activity plan

44. ………………………………………………………………………………………. www.cebbis.eu
Strategic Technology
Roadmapping

45. Outline of
………………………………………………………………………………………. www.cebbis.eu
Presentation
 What are technology roadmaps?
 How do I make one?
 What would I do if I had one?
 Ways to get started: Explorer to custom
technology roadmapping
 Some project examples

46. What is a Technology
………………………………………………………………………………………. www.cebbis.eu
Roadmap?
 The analogy with an actual road map is still the best one
• A road map sets out the landscape
• It shows us a number of different paths we can
take depending on the starting point
• Too many paths for any one person or company
to take simultaneously
• We must make a choice depending on where we
want to go and our objectives
• The pathway we end up choosing will depend on
a number of external and internal considerations
• Considerations such as:
the traffic
the enabling
technology
the weather

47. Where You Want to Go
Will Affect the Best Route
………………………………………………………………………………………. www.cebbis.eu
• There may be multiple pathways to get to the same or very similar destinations
• Some pathways may be shorter or better than others
• Personal, business or external considerations will affect the choice

48. Monitor Progress and Events
to ……………………………………………………………………………………….
Decide if the Pathway www.cebbis.eu
Remains Correct
• Monitoring everything is neither useful or possible…
• …But monitoring progress along the route and
potential events is advisable
• Knowing what to monitor and the signs to look for
becomes a key capability
• Knowing……….
 What the showstoppers are!
 When a change in technology is required
 How to resolve conflicting signs

49. Technology Roadmaps
Are Not
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Conceptually Different
 Technology roadmaps should set out the landscape: the status and direction of an opportunity,
an application or a technology
 Time is the major axis and key uncertainty: roadmaps can no more predict the future than crystal
balls, but they can set out the possibilities
 The industry-level roadmap shows the possible paths that individual organizations (as well as
their products, services and technologies) might take in developing the opportunity
 A company pathway sets out what an organization is going to do
Now 2 Years 5 Years
Product/Service A B C • Milestones help plot the pathway
and are used to measure progress
Functional
Requirements A B C
Technologies 1 2 3 4
Pathway Milestone

50. …In Reality,
Roadmaps Can Take
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Many Different Forms
 Some of the most well-known technology roadmaps are the result of widespread industry consensus
 The International Technology Roadmap for Semiconductors sets out major device-level functional
requirements, the technology options and roadblocks
 The ITRS is designed to keep Moore’s law on track and is not geared to specific user applications and
markets
 These types of roadmaps are particularly designed with milestone technology planning in mind.
Technology
Time
Functionality
or metric
Source: ITRS Unknown solutions: roadblocks

51. We Focus on
Strategic Technology
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Roadmaps
 The word “strategic” is frequently used: what do we mean by it here?
 We mean that the roadmap is more
than just about technology Industry-Level Roadmap Development
 The roadmap must outline the Now 2 Years 5 Years
products and services, within the Business Need Competition Market
opportunity, that businesses or Considerations
consumers would actually buy
Products/Services A B C
 It must relate product and services to
functional requirements and/or Features/Functions
A B C
technologies
 It must describe key business Technologies 1 2 3 4
considerations that help us decide
what is the right pathway

52. First Create a Profile of
………………………………………………………………………………………. www.cebbis.eu
the Opportunity
First and foremost, creating a technology roadmap requires industry research to describe the
opportunity:
 What is market need and the likely evolution of products and services?
 What are the enabling technologies, and how might they evolve?
 What are the critical success factors and other business considerations?
 What are the key uncertainties?
In project work, we typically use a standard profile template
Where possible, industry interviews should help gauge the product/service evolution and technology
hurdles.
ANALYSIS
OPPORTUNITY Business Attractiveness Key Success Factors
DESCRIPTION Potential revenue Business model
Need Profitability Alliances/partners
Products/services Competition Level of service required
Markets Regulations Technology
Value chain Entry barriers Channels
R&D requirements Manufacturing
Risk Marketing

53. From Profile to
………………………………………………………………………………………. www.cebbis.eu
Technology Roadmap
 Conceptually, the various elements of the profile become the major inputs to the roadmap
 In reality, creating the roadmap may require further research about product, market and
technology progression and timing
 Creating a timeline helps ensure products do not occur before the enabling technologies are
ready!!!
Products/Services
& Functions
Products/ Services 1
Products/ Services 2
Products/Services
A B C
A B C
Industry-Level Roadmap Development
Necessary Now 2 Years 5 Years
Features/Functions Business Need Competition Market
1..…….
Opportunity 2.……..
3. ….
Considerations
Profile Products/Services A B C
Features/Functions
Technologies & A B C
Business Considerations
Technologies 1 2 3 4
Technologies
1..…..
2..…..
3..….
Business
Considerations
1..…..
2..…..
3. ….

54. Example Roadmap
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 Roadmap for a Japanese multinational electronics company
 Accompanying tables describe the products, services, functions, technologies and business
considerations
Industry Roadmap
Now N-1 1 Yr 1-3 3 Yrs 3-5 5 Yrs 5-7 7 Yrs 7-
Business B1 B3 B5 B48 B50 B52 B54 B56 B57
Considerations B2 B4 B47 B49 B51 B53 B55
B6 B11
Products/ B7 B9
B62 B64 B67 B12 B15
B16
Services B8 B60
B10 B17 B75
B77
B58 B59 B61 B63 B66 B69 B71 B74
B68
B14 B70 B72
B96
B101 B105 B27
Function B82
B85
B92 B94
B97
B79 B83 B89 B19 B95 B22
B86 B21
B18 B90 B93 B20 B99 B103
B80 B87 B106
B100 B104
B84 B91
B42
Technologies B108 B32 B36 B88
B44
B40
B28 B33 B110 B112 B45
B113 B41 B116 B117
B29 B34 B37
B23
B30 B35 B111 B114 B25 B118 B26
B31 B38 B115
B39

55. From Industry Roadmap
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to Company Pathway
 First and foremost, industry roadmaps set out multiple pathways and options
 Just like a travel road map, they make us confront the decisions that need to be taken to move forward: to get
from A to B
 When creating a company-specific roadmap or pathway, the business considerations set out what we need to
consider to make the decision
 Business consideration examples might include:
 A missing core competence
 A market uncertainty
 A competitive threat or critical success factor • The company pathway and
Company Roadmap (Pathway) milestones chart the company’s
Now 2 Years 5 Years course
• Signposts are set up to make
This way This way
Business Need Competition
No
Yes
Market
No
Yes
Considerations sure we are on track and don’t
need to change course
Product/Servic A B C
e Pathway • Programs like SRIC-BI’s
Functional Explorer can help with signpost
Requirements A B C  Milestone monitoring
This way
 Signpost
No
Technologies 1 2 3 4 Yes

56. Roadmap Development
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Recap
Industry Roadmap
Now N-1 1 Yr 1-3 3 Yrs 3-5 5 Yrs 5-7 7 Yrs 7-  Industry Roadmaps
Business B1 B3 B5 B48 B50 B52 B54 B56 B57
• Set out key business considerations,
Considerations B2 B4 B47 B49 B51 B53 B55
B6 B11
Products/ B62 B64 B67 B12 B15
products/services, functions, and technologies for a
B7 B9 B16
Services B8 B60
B10 B17 B75
B77
B58 B59 B61 B63 B66 B69 B71 B74
B68
B14 B70 B72
Function
B79
B82
B83
B85
B86
B89
B92
B19
B94
B95
B96
B97
B99
B101 B105
B21
B22
B27
potential opportunity for commercialization
B80 B18 B90 B93 B20 B103 B106
B87
B100 B104
• Provide a basis for selected strategy (path)
B84 B91
B42
Technologies B108 B32 B36 B88
B44
B40
B28 B33 B110 B112 B45
B113 B41 B116 B117
B29 B34 B37
B23
B30 B35 B111 B114 B25 B118 B26
B31 B38 B115
B39
 Company Path
Company Path
Business Now
B1 B3
N-1
B5 B48
1 Yr
B50 B52 B54
1-3
B56 B57
3 Yrs 3-5 5 Yrs 5-7 7 Yrs 7- • Selected strategy elements--business considerations,
products/services, functions, and technologies over
Considerations B2 B4 B47 B49 B51 B53 B55
(Signposts)
Products/ B6 B11
time
B62 B64 B67 B12 B15
B7 B9 B16
Services B8 B200 B60
B10 B17 B75
B77
B58 B59 B61 B63 B66 B69 B71 B74
B68
B14 B70 B72
• Describes important business considerations and
B96
Function B82
B85
B92 B94
B97 B101 B105 B27
B79 B83 B89 B19 B95 B22
B86 B21
B18 B90 B93 B20 B99 B103
B80 B87 B106
products/services, etc. to be created
B100 B104
B84 B91
Technologies B108 B32 B36 B88 B40 B42
B44
B28 B33 B110 B112 B45
B41 B116 B117
B29 B34 B37 B113
• Identifies strategic signposts to be monitored
B23
B30 B35 B111 B114 B25 B118 B26
B31 B38 B115
B39

57. Now I Have a Roadmap,
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What Do I Do With it?
 Roadmaps are only a description of the organization’s path; to be useful they must
lead to action
 Describing, selecting and carrying out the action steps is more challenging (and often
uncomfortable) than charting a path, but ultimately that is where the value lies
 A road map analogy again:
 A road map helps you chart your journey
 An action plan sets out:
 Checking the weather before you start
 Filling up the car with gas
 Putting the snow tires on
 Not forgetting to bring: the map, the children, the dog………
 Some actions may be more of a priority than others!

58. Action Roadmaps
are Essential
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• Action roadmaps display and describe the basic actions required to
execute the pathway (strategy).
• Priority (short term) actions are highlighted.
• Key monitoring elements and signposts are described
Action Roadmap
Now 1 Years 3 Years 10 Years
5 Years
Business B3
Considerations B1 ple
(signposts) B2 Exam
B4
P1
Products/Services P3
P2 P4 P5
Company Roadmap Functions/ T1 T4
Now 2 Years 5 Years
Thi w
s ay Thi w
s ay
Technologies & T2 T5
Business
T7
No No
Need Competition Market
Other Capabilities T3
Yes Yes
Considerations
T6
Product/Service A B C
Pathway
Functional
Requirements A B C
Continuous monitoring or improvement Priority Actions
Milestone
Leads to next generation
B1: Verify need and initial target
Thi w
s ay
No
Technologies 1 2 3 4
Yes
Signpost
B2: Monitor key threats
P1: Design and bundle initial product/service
P2: Test customer acceptance

59. Roadmapping Uses: A Focus on
Business Strategy and
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Product/Service Development
• The ultimate aim of developing roadmaps and action plans will vary by company and
project, but two obvious different cases exist:
1. Using the roadmap principally for business strategy, entry options and product/service
development
2. Using the roadmap for developing a technology strategy or portfolio
• In the first case, the potential product/service pathways are critical, as is a close
examination of the business considerations
— Business considerations will capture threats from competition and key business challenges,
organizational issues, or consumer acceptance
— Actions might be: the need to test consumer acceptance of products; alliance or acquisition
analysis; the need to develop internal capabilities such as a service organization
— In this example, the technologies may be readily acquired, or the necessary technology
alliances can be easily formed