1. S CURVE
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2. INTRODUCTION
 S curve also known as growth curve is a tool to illustrates the life cycle of a
technological phenomenon that starts off slowly, grows rapidly, decreases and
finally declines.
 The S-curve can be used as a strategic tool to understand the technology
products, services, processes.
 In the management literature, S-curves help to describe the invention,
innovation, diffusion, growth and maturity phases of the technologies
(products, services, processes).
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3. INTRODUCTION
 Technology investors want to anticipate technological growth (How far the
technology can go and what is the next phase of the technology)
 Once a product mature and become highly profitable, it is time the investors
have to know it will get into the obsolesce phase one day.
 Profits are getting more and more when the market is young and towards the
maturity.
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7. TYPES OF S CURVE
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8. S CURVE USAGE
 S curve offers benefit to the following TM activities:
 Acquisition
 Exploitation
 Identification
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9. ACQUISITION
 the analysis of S-curves shows the managers where their technologies stand
in the curve and how they should invest in technologies over time. If the
technology in hand is mature and in decline, managers decide to terminate all
R&D in this area. Alternatively, an emerging technology can be identified and
technology investment can be made in this field with a lower risk of failure.
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10. IDENTIFICATION
 S-curve is also used to identify the future trends of existing technologies as
well as new technologies that might become critical for the company. This is
particularly helpful in forecasting activities. For instance, S-curve analysis is
used for renewable energies: it indicates that wind energy and geothermal
energy will become more economical than fossil fuels within a very short time.
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11. EXPLOITATION
 S-curve of a particular innovation, growth is relatively slow. At some point,
customers begin to demand the product and product growth increases more
rapidly. New incremental features or changes to the product allow growth to
continue. Toward the end of its life cycle, growth slows and may even begin to
decline. After this stage, every amount spent for innovating the product will
not result in a normal rate of return. In addition, S-curves help firms to analyze
the adoption rate of new technologies, so they can organize launching and
marketing activities of their products.
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12. ADVANTAGES AND DISADVANTAGES OF S-CURVES
The major advantages of S-curves:
 Evaluating the different stages of technology.
 Stressing on the importance of being ready for technological changes in case of a decline in
gains due to technological discontinuity
 Giving the company the opportunity to be the first mover within a market.
However, S-curves present the following disadvantages:
 The gain from new technology cannot be quantified or measured in numbers by the S-curve
 The S-curve does not reveal how the new technology could be foreseen by others
 S-curves might not reflect the dynamic product or market changes
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13. PORTFOLIO MANAGEMENT &
ROADMAPPING
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14. PORTFOLIO MANAGEMENT
 A portfolio is a bundle of projects/programs that are bundled together to
facilitate their effective management to meet strategic business objectives.
Portfolio management is used in project –based organization
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15. WHERE IT IS USED
 Portfolio management is used in
 Acquisition
 Selection
 Learning
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Efficient use of resources
Manage risk
Sharing experience
Lesson learn

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REASONS FOR PORTFOLIO MANAGEMENT
Deciding on
the right
technology
COMPLETE
OVERVIEW
OF PROJECT
PORTFOLIO
OPTIMAL
INVESTMENT
DECISIONS
STRATEGIC
CAPACITY
PLANNING
ECOLOGICAL
ANALYSIS
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17. • Pre-screening, feasibility analysis, project rick, NPV, ROI
Individual project analysis
• Maximize commercial value of the portfolio
• Provide balance projects (low risk vs. high risk, applied research
vs. fundamental research, short term vs. long term)
• Link portfolio to technology strategy and business strategy
Optimal portfolio selection
• Some parameters my need to be recalculated to provide
balance
Portfolio adjustment
PROCESS FOR SELECTING PROJECTS THAT FORM
THE PORTFOLIO
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18. ROADMAP
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19. DEFINITION
 A “road map” is extended look at the future of a chosen field of
inquiry involve from collective knowledge and imagination of
brightest drivers of change in that field.
 The roadmap provides an integrating framework that summarizes
at a high level (on one page) the various strategic elements that
must be aligned to achieve the overall organizational goals.
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28. Identify key relationship
Enable key
stakeholders to clear
their perspective
o Point of
arrangement and
replacement
o Communication
associated with the
development
o Distribution of
roadmaps.
BENEFITS OF ROADMAP
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29. ROADMAP USAGE
This tool can be used to manage three main TM activities.
o Identification
o Exploitation
o Learning
 Road mapping as a process should not separate from business process (strategy, innovation,
new product development) that is supported by development and deployment of roadmaps.
 The road mapping process should be simple systems-based organizing framework for enabling
capture, exploration, analysis, synthesis and reporting of strategic issues associated with
business process
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30. PHASES OF ROAD MAPPING PROCESS
.Validation of roadmap is
needed.
The development of an
implementation plan
requires activities and
projects to be planned,
resourced, coordinated and
managed
The review and update step
keeps the road map up to
date in order to reflect
changing circumstances
and learning.
.
Follow up activity
The product needs and
focus should be agreed
Critical system
requirements need to be
defined,
The major technology area
contributes to critical
product or system
requirements need to be
specified.
The product or system
requirements and targets
need to be translated into
technology drives
Technology alternatives
need to be identified. The
most attractive
technologies need to be
selected to achieve the
desired targets
The information generated
from first six steps need to
be pulled together into an
integrated report
Development of
the technology
roadmap
Success factors should be
considered at the start of
process
Committed
leadership/sponsorship is
needed from key decision
makers in implementing the
roadmap because of the
effort required to develop a
roadmap.
The context of the roadmap
needs to be understood
Preliminary activity
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31. CHALLENGES OF ROAD MAPPING
 Road mapping can be challenging because:
o Broad scope
o Complexity of issues being addressed
o Uncertainties associated with the future
o Gaps in available knowledge
o Numbers of organizational challenges to address when implementing road mapping activities.
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