fraunhofer institute for industrial engineering iao...
TRANSCRIPT
F r a u n h o F e r I n s t I t u t e F o r I n d u s t r I a l e n g I n e e r I n g I a o
s v e n s c h I m p F ( e d . )
Roadmapping in pRacticet I m e ta b l e t o w a r d s s u c c e s s
Roadmapping in pRactice
T imetable towards success
Understanding trends and potentials at an early stage and
integrating them into corporate strategy can generate essential
competitive advantages and be the basis for long-term
corporate success. One of the challenges is the integration of
different business areas as well as the continuous coordination
of interfaces in corporate planning. Integrated planning is
often complicated by the use of various planning tools, consi-
deration of different timeframes and last but not least diffe-
rences in design mindset.
At the event ”Roadmapping in practice: timetable towards
success” at the Center for Virtual Engineering ZVE on April 21,
2016, companies reported on the practical usage of roadmaps
and the creation of roadmaps in company networks. In additi-
on, latest research insights were presented e. g. insights from
the Practical Study on Roadmapping conducted by the Fraun-
hofer IAO in collaboration with TIM Consulting.,
In this publication contributions to the event have been edited
and supplemented by visualizations that were produced du-
ring the event. Furthermore, the organizations that have coor-
dinated or supported the event are presented. The presentati-
on of contributions and organizations are supplemented by
selected impressions, as information exchange between parti-
cipants was the main focus of the event.
We hope you enjoy reading the articles and are looking for-
ward to your feedback.
Prof. Dr.-Ing. Prof. e. h. Wilhelm Bauer
Director Fraunhofer Institute for Industrial
Engineering IAO
practical study on roadmapping .........................................................................................4
SpeecheSchallenges of Integrated company planning .....................................................................4
Prof. Joachim Warschat
evolution of roadmapping for application in Innovation, strategy and policy ..............4
Dr. Rob Phaal
technology forecasting for technology roadmaps ............................................................4
Dr. Ulrich Kaiser
energy storages 2030:
modular roadmapping for company and research planning ..........................................4
Dr. Axel Thielmann
technology roadmapping at trumpf ..................................................................................4
Dr. Gerhard Hammann
practical study on roadmapping .........................................................................................4
Dr. Sven Schimpf / Prof. Thomas Abele
mapping roads and roadmapping .....................................................................................4
Dr. Alexander Kröller
organizations involved ........................................................................................................4
Moving Walls, Itonics GmbH, Sopheon GmbH
Impressions ............................................................................................................................4
organizer ”roadmapping in der praxis, april 21, 2016” ....................................................4
Fraunhofer IAO, TIM Consulting, FOM
oveRview
5
pRactical Study on Roadmapping
The event on April 21, 2016, represented the framework for
conducting the Practical Study on Roadmapping. 81 compa-
nies indicated content and application areas of roadmaps,
how these are embedded into the organization and with
which methods and tools they combine. These are the most
important recommendations for roadmapping in companies:
consistency of roadmap
beyond planning and company level and along the value-
added chain
mixed central-decentralized organizational form
with central coordination and decentralized thematic responsi-
bility
consistent procedure
for the company-specific involvement of employees from
different areas
For more information, see the following links
� Infographic Practical Study on Roadmapping:
http://s.fhg.de/kVL
� T. Abele & S. Schimpf (2016) Practical Study on
Road mapping
ebook: http://s.fhg.de/Y3p
� S. Schimpf & T. Abele (2016) Praxisstudie Technologie-
Roadmapping. In: Möhrle, M. & Isenmann, R. (2016)
Technologie-Roadmapping
Challenges andRecommendations
Content and Application
Organisational Integration
Sources of Information and Methods
For which applications, with what content and for what time frame are roadmaps being used in companies?
Which divisions are responsible for consolidation and what processes are defined?
What sources of information are being used and by which methods are the roadmaps of the participating companies completed?
What are the main future challenges for the use of roadmaps and which methods, structures and processes are being recommended?
What position do the participants occupy in the company, from which sectors are the represented companies and what size do they have?
Applications (n=81, multiple responses)
Content(n=79, multiple responses)
Defined Processes(n=54, multiple responses)
products79,7%
68,4%
57,0%
44,3%
38,0%
35,4%
35,4%
30,4%
27,8%
24,1%
5,1%
technologies
projects
strategic alternatives & goals
professional services
trends
processes
components
markets
skills
other
planning timeline (n=69)
5 - 10 years (32,1%)
< 5 years (50,6%)
no indication (14,8%)
> 10 years (2,5%)
PRACTICAL STUDY ON ROADMAPPINGPRACTICAL USE, CHALLENGES AND SUCCESS FACTORS OF ROADMAPS IN EVERY DAY BUSINESS IN GERMANY
strategic planning
technology planning
R&D planning
product & services planning
production planning
trend monitoring
market observation
other
77,8%
66,7%
61,7%
55,6%
24,7%
24,7%
19,8%
6,2%
2. Construction of systematic processes in order to establish roadmaps as a guideline for strategic planning.
3. Availability of resources for construction, care and continuous updating of roadmaps.
1. Creating a holistic understanding across enterprise functions, departments and events.
Responsible Areas(n=54, multiple responses)
management (53,4%)
research & development (47,9%)
product management (65,8%)
technology & innovation management (53,4%)
corporate development & strategic planning (47,9%)
technology & advance development (37,0%)
marketing (23,3%)
sales (11,0%)
other (9,6%)
update (83,3%)
communication (63,0%)
insert new buildings (59,3%)
remove obsolete objects (40,7%)
other (3,7%)
Participants
supplier (17,3%)
mechanical & plant engineering (28,4%)
automotive industry (11,1%)
ICT (4,9%)
other (11,1%)
services (2,5%)
process technology (1,2%)
consumer goods (2,5%)
no indication (21,0%)
Sectors
Challenges
Recommendations
Sources of Information(n=69, multiple responses)
79,7%
78,3%
46,4%
39,1%
39,1%
30,4%
23,3%
20,3%
18,8%
14,5%
11,6%
8,7%
11,6%
market analyses
customers
competitors
research institutions & universities
legislation
applying users
suppliers
external roadmaps
associations
journals
consulting companies
media
other
Contact
Methods(n=60, multiple responses)
technology radar (50,0%)
portfolios (43,3%)
creativity methods (41,7%)
strategy maps (40,0%)
balanced scorecard (35,0%)
scenario analysis (33,3%)
QFD/house of quality (20,0%)
technology atlas/-map (13,3%)
maturity models (10,0%)
regression analysis (8,3%)
delphi studies (3,3%)
other (10,0%)
Number of employees
≥ 2000 (40,7%)
500-1999 (17,3%)
250-499 (7,4%)
50-249 (8,6%)
10-49 (2,5%)
< 10 (2,5%)
no indication (21%)
Practical Study on Roadmapping
1. Consistency of the roadmap across planning and business levels and along the value chain.
2. Mixed central decentralised organizational form with central coordination and decentralised thematic responsibility.
-
3. Consistent approach for individual business integration of employees of different areas.
What is the content of roadmaps in companies ? Where are they being used and how are they integrated? Which source of information do companies access and by which methods are the roadmaps complemented? What challenges do the companies face and what is their recommendation for the practical use of roadmaps? In order to gain new awareness on these questions , the Fraunhofer IAO in cooperation withTIM Consulting have conducted an online survey from July to September 2015. 81 out of 156 responses were considered for evaluation – exclusively focusing on companiesthat were applying roadmaps at the time of the study.
Dr. Sven SchimpfFraunhofer IAO [email protected] | +49 711 970-2457
Prof. Dr. Thomas AbeleTIM [email protected] | +49 172 8052879
Further informationT.Abele & S.Schimpf (2016) Praxisstudie Roadmappinge-book: ISBN 978-3-00-052152-2 Broschüre: ISBN 978-3-00-052151-5
6
challengeS of integRated company planning
In today’s economy, companies are facing various challenges.
Globalization is increasing, even innovation and development
activities are no longer reserved to the traditional locations.
Digitalization puts companies to the test, both regarding the
development of new solutions or business models and the
adaptation of internal processes. Technologies are enablers for
almost all possible application fields. In this context it is impor-
tant to consider relevant options comprehensively, to identify
value-enhancing focus areas and to place solutions on markets
at the right time.
roadmapping as integrated planning tool
In brief, within companies, roadmaps steer toward the best pos-
sible solutions, just like their counterpart on the roads. Provided
that all targets have been defined sufficiently, relevant planning
levels can be depicted and aligned in their interaction. For opti-
mizing long-term target achievement, this should include consi-
deration of long-term developments of the company environ-
ment as well as the orientation of particular company objectives
beyond current and future product generations. For detailed
planning based on a roadmap, it is recommended to use com-
plementary methods such as the scenario technique for long-
term preparation of future pictures, technology or market ra-
dars for the early identification of relevant developments, and
portfolios for the strategic evaluation of technological or mar-
ket-specific options for action.
service of Fraunhofer Iao
Services of Fraunhofer IAO include the support of companies
when developing and implementing roadmaps as planning inst-
ruments. It is possible, both regarding technology and market
roadmaps, to fall back on an international network of experts
from research and industry for identifying trends and assessing
options for action. Moreover, Fraunhofer IAO supports the de-
velopment and implementation of innovation, R&D and techno-
logy strategies as well as the specification of complementary
methods and the application of software solutions.
Prof. Joachim Warschat Fraunhofer IAO
UUniv.-Prof. Dr.-Ing. habil. Joachim Warschat studied engineering (manufacturing
technology) at the University of Stuttgart. He is a professor for technology and inno-
vation management at the distance learning university of Hagen and director of the
Fraunhofer Institute of Industrial Engineering in Stuttgart. He is and was responsible
for many applied research projects in the fields of innovation and technology manage-
ment, IP-management, project and knowledge management.
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8
evolution of Roadmapping foR application in innovation, StRategy and policy
evolution roadmapping
The technology roadmapping approach was originally devel-
oped by Motorola more than 35 years ago to improve synchro-
nisation of technology and product development, providing
a structured visual depiction of strategy. In the 1990s, compa-
nies in Europe, notably Philips, developed the roadmapping
approach further as a tool for strategic alignment, bringing
together all functional perspectives necessary for successful
innovation. Corporate applications were initially supported by
specialist software and subsequently integrated into product
and portfolio management and enterprise systems.
A key milestone in the evolution of roadmapping was the 1991
International Technology Roadmap for Semiconductors (ITRS),
the first sector level application, which continues to act as a
coordinating standard to drive silicon forward as a technology.
In 2003, the United Nations published the Roadmap for Peace
in the Middle East which popularised the roadmap metaphor
more widely, albeit in text only format. Alternative roadmapping
formats have emerged, such as process-oriented maps depict-
ing the path/s to and through college in the USA. An internet
search will demonstrate the widespread use of the approach
at the sector level, covering almost every sphere of human
endeavour. Such documents can be a very useful source of
future-oriented intelligence; however, quality is variable.
Today, roadmapping is well established in high tech manufac-
turing sectors as a method for supporting product and process
innovation. However, despite demonstrable potential, the
method is not widely applied at the business and corporate
strategy level, and is infrequently covered in business school
courses and textbooks. This is attributed to the fact that the
method is often closely associated with technology intensive
innovation, considered a specialist subject, despite the approach
being generic.
research directions
Roadmapping continues to be an area of research and develop-
ment interest, due to the intrinsic nature of the tool, and also
the constantly evolving industrial and business context to which
it can be applied:
� The systems-based architecture of roadmaps provides a
flexible and scalable platform for integration and synchroni-
sation, for strategy, business processes and management
toolkits.
� The visual format of roadmaps enables communication,
in documents, presentations and workshop templates
compat ible with agile and lean processes.
� Developments in computing power, display technology,
mobile devices and applications are enabling new modes of
interaction, empowered by software developments such as
simulation, data mining and analytics.
� Retrospective roadmapping provides a visual method for
supporting organisational learning. It is a research ‘instru-
ment’ for case studies, enabling the evolution of technology
ventures and ecosystems to be mapped and the develop-
ment of new and improved management frameworks and
strategy tools.
Dr. Rob Phaal Institute for Manufacturing, University of Cambridge
Rob Phaal joined the Centre for Technology Management at the University of Cambridge
in 1997, where he conducts research in the area of strategic technology management.
Particular interests include technology evaluation, the emergence of technology-based
industry, the use of visual techniques for strategy, and the development of practical
management tools. Rob has a mechanical engineering background, with a PhD in
computational mechanics and industrial experience in technical consulting, contract
research and software development. Strategic roadmapping has been a key area of
ongoing interest, in terms of both research and practice.
9
10
technology foRecaSting foR technology RoadmapS
Technology roadmaps, above all so-called integrative road-
maps, are an important tool for planning our innovations. In
this display of roadmaps three levels – the market level (called
market driver), the level of product-related functionalities and
the level of technologies – are depicted on a time axis and re-
lated to each other. These roadmaps are generated and up-
dated in the course of a yearly running planning process.
The integration of external technologies has major significance
for many manufacturers, however, perhaps mostly for pro-
ducers of mechatronic products. Considering our latest new
developments regarded as very innovative, large parts are ba-
sed on external technologies. All these technologies have been
determined via a systematic process of technology forecasting.
A recently launched, absolutely new and maybe revolutionary
product for high-precision measurement of the physical densi-
ty of gasses and fluids is based on MEMS technology. This has
already been identified, evaluated and refined in projects sev-
eral years ago.
In this respect, for us, technology forecasting represents an
important driver for innovation and therefore also a significant
source for developing our roadmaps. First of all, technologies
have to be identified and considered well before organizing
them within a technology roadmap.
We have been engaged in technology forecasting for a long
time. It is linked with the strategic intention of positively using
new technologies for achieving unique customer benefits. Ho-
wever, it also serves for timely detection of potentially threa-
tening technologies and application processes. For this purpo-
se, we have developed a process and a technical platform. In
technical terms, the latter is a wiki with access of all divisions
participating in the innovation process. Forecasting takes place
in clearly defined search fields and responsibilities. These se-
arch fields comprise different products but also production
process technologies. During search and technology documen-
tation, a rough classification is made whether the technology
is realizable now or in the future. Employees dealing with fo-
recasting are usually concerned with other tasks. For this rea-
son, they are granted temporal freedom for refining and as-
sessing technologies in a certain context and a meaningful
way. Possible technology and product integration projects ge-
nerated by technology forecasting are also evaluated and, if
necessary, applied within the scope of a yearly planning pro-
cess.
In terms of their origin, the identified and assessed technolo-
gies can be divided into two types: on the one hand into tech-
nologies from other branches which already have been imple-
mented successfully, on the other hand, new technologies
from research institutes. The latter represent a particular chal-
lenge since their maturity is still far from what is necessary for
successful product integration. Start-ups often bridge the gap
between research and marketable application. Their technolo-
gies can be integrated either by acquisition or cooperation.
Dr. Ulrich Kaiser Endress + Hauser
Dr. Ulrich Kaiser, 1955, a professional physicist in the field of measurement and equip-
ment technology, is technology director of the group holding Endress + Hauser since
2003. There he is responsible, amongst other topics, for technology and innovation
processes. Before that he worked as development manager in the sector of flow me-
tering at Endress + Hauser Flowtech AG. Overall, Mr. Kaiser can look back on 25 years
of experience in management of product development in different branches of mea-
surement and equipment technology.
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12
eneRgy StoRageS 2030: modulaR Roadmapping foR company and ReSeaRch planning
energy storage for energy transition – a complex and
comprehensive challenge
For achieving targets set by energy and climate policy in order
to reduce greenhouse gas emissions within the following
decades, CO2 legislation and expansion goals of (fluctuating)
renewable energies are key drivers. These can result in a fun-
damental (system) change within transport and energy sectors
and, in the end, have consequences for essentially all bran-
ches. Alternative energy storage will enable the breakthrough
of exhaustive electromobility and will continuously contribute
to a decentralized, intelligent and thus more efficient energy
supply. Lithium-ion batteries (LIB) will in this context play a key
role at least until 2030. Due to their high technical potential of
optimization and cost reduction, they are used in numerous
applications and products, also beyond electric cars, PV house
storage, and consumer electronics. In times of global and
complex value-creation networks, it is necessary to have a bro-
ad view regarding related future developments driven by a lar-
ge number of actors.
modularization and iterative process as methodology
for roadmapping
Large-scale roadmapping based on lithium-ion batteries is, th-
erefore a good and current example, posing new challenges to
methods of roadmapping: a broad (environment) technology
offering partially faces a broad solution offering. The technolo-
gy, as well as comparable technologies in terms of alternative
energy storage, develop over time with different degrees of
maturity, through the levels of material, component, cell, sys-
tem to application, interacting during product development.
Basic conditions such as regulation, legislation, subsidies, inf-
rastructure, acceptance by society and customers, have to be
considered, along with technical and economic factors, influ-
encing market demand and development. By means of a mo-
dular construction of roadmaps, technology, and solution con-
cepts can be specified in a customized way and thus become
compatible with technology (push) and application in the mar-
ket (pull). Consequently, for example, specific LIB cellular che-
mistry can be evaluated according to its state of research and
its development potential for application in electromobility
and also stationary or other fields. This gives orientation and
serves as a planning tool for comprehensive communities and
industry sectors which nowadays are mainly still independent
of each other.
Furthermore, in LIB 2015 Roadmapping an interactive process
based on a yearly changing international monitoring and on
national roadmapping efforts was established. Due to this ite-
rative process, roadmapping stays up-to-date and can be
deepened gradually. The interactive and moderated knowled-
ge exchange of experts results in consensus building which is
relevant for company and research planning from a compa-
ny-external and thus neutral perspective.
Dr. Axel Thielmann Fraunhofer ISI
Axel Thielmann studied physics in Erlangen and achieved his doctorate 2005 in physics
at the University of Karlsruhe. In 2006 he worked as a patent engineer in Erlangen, and
since 2007 has worked at the Fraunhofer Institute for Systems and Innovation Research
ISI and is deputy head of the Competence Center ”New Technologies” since 2010.
13
14
x x x
technology Roadmapping at tRumpf
between market pull and technology push
Product development is placed in the area of constructive ten-
sion between market demands and offers from technology
development. For bringing together these two integration po-
wers, a project pool process was installed which enables mu-
tual potential assessment. The description of project ideas is
based on a one-pager covering all decision-relevant aspects.
retrospective and extrapolation
As a first step, for focusing technology development all previ-
ously relevant information of the observed technology field are
ranged in a degree of maturity’s curve. This has been found
helpful to identify those innovations being enablers for further
innovation steps. Moreover, depending on the chosen level of
observation, period-enablers can be identified swiftly.
Innovations from the past can be examined relatively easily re-
garding innovation patterns. Particularly productive is informa-
tion which already has been identified as being enablers. In a
further abstraction step, innovation patterns can be conden-
sed into two main basic patterns. These are newly developed
degrees of freedom or the identification and approaching of
existing barriers.
Impact and consolidation
The transparency achieved herewith regarding degrees of free-
dom and barriers of a technology field enable systematic prio-
ritization of one’s own pre-development activities and a targe-
ted focusing on research contacts.
For company-relevant technology fields, it is advisable to em-
bed technology roadmapping in the target process.
Dr. Gerhard Hammann Trumpf Werkzeugmaschinen GmbH + Co. KG
Gerhard Hammann is director engineering technology platforms at Trumpf Werkzeug-
maschinenbau, and before that he was responsible for process development. Following
his graduation in engineering studies at the University of Stuttgart, he obtained his
doctorate in the field of control technology.
15
16
pRactical Study on Roadmapping
roadmapping in practice
Roadmaps serve for visualizing complex relationships of diffe-
rent planning levels within one integrated picture by means of
the time axis. The use of roadmaps in business practice, howe-
ver, is a question which is still unanswered. One of the most
comprehensive studies on this topic was conducted in 2001 in
Great Britain (Farrukh, Phaal & Probert, 2001). The practical
study on Roadmapping therefore aimed at collecting current
data for practical application of roadmaps.
Question and scope
What is included in roadmaps in companies and where are
they used? How are they integrated from an organizational
point of view? Which information sources are used by compa-
nies and by which methods are roadmaps complemented?
Which challenges do companies face and what do they re-
commend for the practical use of roadmaps? To gain further
insights into these questions, Fraunhofer IAO conducted an
online survey from July until September 2015 in collaboration
with TIM Consulting. Of 156 question sets, 81 have been con-
sidered for the evaluation, including only companies which
had used roadmaps at the time of the survey.
main insights, pitfalls, and challenges
In general, roadmaps are used in the fields of strategic plan-
ning, technology, and R&D planning. Particularly products,
technologies, and projects are thereby planned via roadmaps.
A significant potential lies in product planning which is out-
lined in terms of roadmaps by only a quarter of participating
companies. This applies to the planning of competencies and
services, too. Improved using a broader range of information
sources for continuously updating roadmaps also represents a
major potential, most of all for including information of users,
suppliers, and external roadmaps.
Roadmapping is supported by a majority of participating com-
panies by means of MS-office solutions, with only about 15%
of participants using roadmapping software. Single workplace
solutions seem to be less suitable, in particular for the collabora-
tive use of roadmaps as an integrated planning tool and for
raising potentials regarding the integration of different innova-
tion levels. Besides characteristics of roadmap application in
companies, the study also inquired into challenges and pitfalls.
The recommendation mentioned was to confirm roadmap
consistency across different planning levels and business units.
Further information
� Infographic Practical Study on Roadmapping:
http://s.fhg.de/kVL
� T. Abele & S. Schimpf (2016) Practical Study on
Roadmapping
ebook: http://s.fhg.de/Y3p
� S. Schimpf & T. Abele (2016) Praxisstudie Technologie-
Roadmapping. In: Möhrle, M. & Isenmann, R. (2016)
Technologie-Roadmapping
Dr. Sven Schimpf Fraunhofer IAO, CC F&E Management
Dr.-Ing. Sven Schimpf works as an interdisciplinary researcher, pioneer, and consultant
in the CC F&E Management of Fraunhofer IAO. There he is responsible for the topic
”Strategic technology and R&D management”.
Prof. Thomas Abele TIM-Consulting; FOM
Prof. Dr. Thomas Abele is the scientific head of the FOM Competence Center for
Technology and Innovation management. In 2009, he founded the consultancy TIM
CONSULTING which specializes in projects, training and audits in the field of technolo-
gy and innovation management.
17
18
x x x
mapping RoadS and Roadmapping
roadmapping is easy… on a closer look
In line with continuous updating of maps and pictures of real
landscapes, underlying information plays a major role in busi-
ness roadmapping. In the case of roadmaps, these are collec-
ted and updated periodically via vehicles being equipped with
cameras and scanners. In the entrepreneurial context, the invol-
vement of employees for constant updating of the roadmap
database is a significant success factor. Basically, information
can be obsolete at the moment of its collection. The importan-
ce of automatically evaluating use-oriented data will increase
for business roadmapping with the further development of
underlying possibilities.
the view beyond the horizon
Naturally, in this context solutions have to be considered
which are hardly relevant at the moment but have the potenti-
al to become company-related chances or risks in the future.
In summary, the gathered information has to be displayed in
the roadmap and enter strategic corporate planning. For road-
mapping at TomTom, the ”Outside-In”-idea is in the foreg-
round to continuously explore the direction of the journey.
As a rule, the information base in important fields is updated
every three months. Moreover, customers play a key role
which is regularly approached regarding the potential for
improvement or the development of new solutions within the
scope of roadmapping.
good process support
However, well-designed processes are crucial for a successful
use of customer feedback in order to filter out the most im-
portant requirements and, based on these, to develop new
ideas and successful solutions. Beyond current methods for
designing development processes, such as Scrum or agile pro-
cess management, and the explicit availability of free spaces
for idea generation, open and transparent decision-making
plays a central role at TomTom. By optimum integration of re-
levant competencies processes can thus be accelerated and, at
the same time, become motivating for idea providers and em-
ployees.
Dr. Alexander Kröller TomTom
Alexander Kröller is the coordinator for research and innovation activities in the field
of navigation at TomTom. He is thereby responsible for the long-term technology
roadmap beyond the current production horizon. Beforehand, he obtained a doctorate
in mathematics in Braunschweig where he held a junior professorship for Algorithm
Engineering. Moreover, he worked in the research department of Nokia HERE.
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20
#giveideaSlife – a wall foR moRe collaBoRation
With their Moving Walls, the young Swiss company presents a
functional tool for collaborative idea development. The people
behind the product are convinced that a group’s mental poten-
tial can only be exploited if this corresponds with the equip-
ment of a physical space. The mobile whiteboards are therefore
ambassadors of a progressive work culture and initiators for
new creativity techniques.
more than just whiteboards
Moving Walls are large, mobile canvases, easy to write on and
equally easy to clean. The walls can be connected as needed,
either in a straight line or arch-shaped, and they are magnetic.
Due to their mobility, they help to create rooms within rooms
and to design workplaces.
From office to collaborative space
Whereas for many, physical presence during daily working life
is no longer required, it is even more important to have a place
where mutual teamwork and brainstorming are possible. Stu-
dies show that collective thinking is enormously superior to the
IQ of individuals. Collaborative rooms, therefore, enable more
creativity, innovation, and productivity.
The team behind Moving Walls actively promotes rethinking
work culture by means of presentations in showrooms (labs),
regular events in creative hubs and, last but not least, by the
cooperation with research institutes like the Fraunhofer IAO.
From switzerland all over the world
Moving Walls is a family business which is run by the brothers
Marcel and Patrick Frick and their sales manager Sarah Buser.
They develop and produce their Moving Walls together with
Swiss partner companies sharing the same philosophy and
standards of quality: Jörg Boner (product design), Schätti Me-
tallbau (steel supply), Schreinerei Oertli (timber producer). The
company was founded by the end of 2007 and meanwhile its
products are sold all over the world. Moreover, since summer
2015 Moving Walls is the Swiss representative of IdeaPaint™.
Moving Walls Ltd. Luzern / Schweiz
About us: Moving Walls is a young Swiss company from Luzern. Together with a worldwide network of
partners, graphic facilitators and distributors they plan to change idea finding and implementation in
the world of work. Their Moving Walls are a globally used tool for a lively way of collaboration – easy to
handle, functional and modular; a handy instrument which stimulates creativity but puts no limits on it.
www.moving-walls.de
21© Moving Walls Ltd.
22
itonicS Roadmap: the collaBoRative online-SoftwaRe tool foR integRated innovation RoadmapS
challenges for roadmapping
Advantages of roadmapping are obvious: medium-to-long-
term planning in strategically important business units has be-
come more important than ever before. There are, however,
many challenges which a company has to master in order to
use roadmapping efficiently and effectively. A cross-sectoral
study of Schimpf and Abele (2016) investigated the use of cur-
rent and future challenges as well as success factors of road-
maps in practice. The interviewed companies mentioned the
introduction and maintenance of a systematic roadmapping
process, the establishment of responsibilities and the availabili-
ty of respective resources as being the biggest challenges when
implementing the roadmapping method. Furthermore, hurdles
for introducing and using roadmaps can be identified, such as
considerable effort when implementing and updating the ro-
admap or missing methods for illustrating high complexity.
the ItonIcs roadmap
The ITONICS Roadmap is a collaborative online software tool
for integrated innovation roadmaps. Linking markets, pro-
ducts, technologies and resources within a web application
enables holistic forecasts concerning technology and product
development required in the future and associated investment
decisions. By means of collaborative components this software
solution helps to master numerous challenges when introdu-
cing and using roadmaps in practice. The fundamental archi-
tecture of the ITONICS Roadmap and all functionalities are di-
rected towards working with the roadmap as efficiently and
effectively as possible. The software tool uses many visualiza-
tions and is web based with a modern user interface and col-
laborative social media components. In this way contents can
be set up, reviewed and assessed regardless of terminal device,
place or time. The allocated editing of contents reduces efforts
and maintenance of roadmaps. Once a roadmap has been de-
veloped, users can directly edit and update contents via visua-
lization due to a WYSIWYG editor. Being modular software,
the ITONICS Roadmap adapts to company-specific roadmap-
ping processes. Furthermore, the cascading and individually
adaptable concept of rights and roles ensures that the soft-
ware can adjust to organizational changes in real time.
The ITONICS Roadmap supports roadmapping in collaborative
and complex working environments. Challenges when using
the roadmapping method mentioned by practitioners, in parti-
cular high initial creation efforts as well as missing methods
for illustrating high complexity, are mastered by the ITONICS
Roadmap thanks to the use of modern technological oppor-
tunities.
ITONICS GmbH Nürnberg
About us: As the only supplier, ITONICS integrates the complete innovation process from environment
scanning to innovation roadmap. The Software Suite combines strategy and innovation on a web-based
collaboration platform.
www.itonics.de
23
© Itonics
24
accolade: StRategic planning and Roadmapping
accolade combines planning and digital process
performance
Accolade enables generation of uniform, long-term roadmaps
regarding markets, product and technologies. The solution re-
duces uncertainties and risks of strategic product and program
planning. Potential effects of internal and external develop-
ments can be involved by means of Accolade in the long run.
Roadmaps which are developed in Accolade ensure that new
products can be matched with long-term market develop-
ments, the economic situation of competitors and technologi-
cal developments.
digitalization and automatization of operational
processes
Accolade can support the management of all process me-
thods, including Agile, StageGate®, PACE®, DoD 5000 model-
ing, DFSS and others. All processes and interdisciplinary opera-
tional processes can be configured in such a way that they
comply completely with regulatory requirements. Accolade re-
duces administrative expenses and enables interdisciplinary
teams to take reliable decisions faster. It offers complete pro-
ject and portfolio management functions (PPM) and can also
automate processes beyond development, such as IT project
management, Six Sigma, capital development, mergers and
takeovers and technology acquisitions.
planning, roadmapping, process management and
portfolio management
Accolade offers dynamic optimization, what-if-analyses, simu-
lations, scenarios and other functions for managing portfolios
precisely and for taking fact-based investment decisions. The
software enables comparison of different scenarios, conside-
ring the status, costs, risks and chances of portfolio invest-
ments. The management can thus ensure that current de-
velopments always match with the pursued strategy and
calculated resources. Sopheon’s customers benefit from trans-
parency regarding positive and negative developments of the
whole company. In this way, weaknesses can be identified and
necessary measures can be taken to prevent problems from
the outset or solve them in good time.
Sopheon GmbH Darmstadt
Sopheon GmbH was founded in 2003 and is located in Darmstadt’s renowned ”Technologie- und Innova-
tionszentrum” (TIZ). Sopheon GmbH is a 100% subsidiary of Sopheon plc. Sopheon’s software solutions
are used around the world by leading companies in all industry branches.
25
© Sopheon
26
impReSSionS
networking among "roadmappers", center for virtual engineering Zve
27
development of new visuals for corporate planning
graphical recording by Isabelle dinter
28
oRganizeR of the event "Roadmapping in pRactice", apRil 21, 2016”
Fraunhofer Iao, department of r&d management
At Fraunhofer IAO we primarily deal with the needs of R&D
departments of large and small companies.
the focus of our research and consulting is on:
� Organisation of Research and Development (R&D)
� R&D processes, structures and cooperation, R&D efficiency
and management of innovations.
� Strategic R&D and technology management
� Our work covers detailed technology analyses, program
planning, and integrated R&D strategies.
� Innovative IT systems in the area of R&D
� Introduction and implementation of the concepts for
”virtual product development” with integrated IT systems
and an integrated perspective on processes.
� Corporate Development for technology-intensive enterprises
� The IAO Centre for corporate development: Identifying,
creating and implementing development potentials.
We support companies in meeting new challenges such as
shorter product cycles, more complex products and processes
as well as globalization and growing customer requirements.
Depending on the scope of tasks, we offer our clients and
partners services ranging from common research projects to
seminars, workshops, and assessments as well as long-term
consulting and implementation.
www.rdm.iao.fraunhofer.de/en
tIm consulting
TIM Consulting (www.timconsulting.eu) is a special consulting
firm for technology and innovation management. It was foun-
ded in June 2009 based on the philosophy of the Fraunhofer
Gesellschaft which aims at linking experience from industrial
projects with the state of science and technology.
Activities in the field of roadmapping:
� Publication of ”Arbeitsheft TechnologieRoadmapping” (fo-
reword Prof. Westkämper)
� Practical study on roadmapping in cooperation with Fraun-
hofer IAO
� Articles for 3rd edition of Technologie-Roadmapping by
Möhrle / Isenmann (expected to be published in 2016)
� Implementation of integrated roadmaps in companies
www.timconsulting.eu
29
Fom
With more than 35,000 students and over 30 locations, FOM
is the largest private university in Germany. Its focus of tea-
ching is on practice-oriented bachelor and master programs in
the field of economics and engineering. They are designed in
such a way that they can be completed in parallel with profes-
sional activity or vocational training. FOM is supported by the
non-profit foundation BildungsCentrum der Wirtschaft.
The FOM Competence Center for Technology and Innovation
Management KCT (www.fom.de/KCT) is an association of lec-
turers and professors which are active at FOM locations all
over Germany. For implementing the common vision ”Building
Innovation Capabilities!”, joint events are hosted, research
projects are initiated and realized and the range of courses in
the field of technology and innovation management is cons-
tantly optimized.
roadmapping is…
� …one thematic focus of the FOM Competence Center for
Technology and Innovation Management,
� …the main content in courses of study, such as the Master
Technology and Innovation Management
www.fom.de
Impressum
Contact:
Fraunhofer Institute for Industrial Engineering IAO,
Nobelstrasse 12, 70569 Stuttgart
www.iao.fraunhofer.de
Dr. Sven Schimpf (ed.)
CC R&D Management
Phone +49 711 970-2457
Authors (in alphabetical order):
Thomas Abele
Gerhard Hammann
Ulrich Kaiser
Alexander Kröller
Rob Phaal
Sven Schimpf
Axel Thielmann
Joachim Warschat
Event photos: Jonathan Masior, © Fraunhofer IAO
Visualization page 7–19: Isabelle Dinter
www.grafische-visualisierung.de
Layout: Karina Lehmann
URN: urn:nbn:de:0011-n-4290660
Online available as Fraunhofer-ePrint:
http://publica.fraunhofer.de/documents/N-429066.html
© Fraunhofer IAO, 2017