roadmapping for strategy and innovation€¦ · roadmap framework (supports integrated and aligned...

Roadmapping for strategy and innovationRob Phaal & Jim Trueman

13 M 201413 May 2014

Topics

• Introduction to roadmapping

• Roadmapping case studies

Structured visualisation of strategy supports communication and alignment

Functional perspectives

Knowledgetypes

Information types

Roadmap framework(Supports integrated and aligned

communication and alignment

Past Short-term Medium-term Long-term Vision

Time(Roadmaparchitecture)

R t ( ) f d

When?strategic and innovation planning)Typical

viewpoints

Market

Business

Route(s) forward

Pull

DriversStrategy

NeedsWhy?commercial &

strategic perspectives

Product

Service What?Form

FunctionPerformance

Design, development &

production perspectives

System

Technology

Science How?

Push

SolutionsC biliti

Technology & research Science

Resources

How? CapabilitiesResources

Key questions: 2) Where are 3) How can we 1) Where do we

perspectives

Key questions: 2) Where are we now?

3) How can we get there?

1) Where do wewant to go?

Roadmaps provide a consistent framework throughout thestrategic planning / innovation process

Process funnel (e.g. strategy, new product development)Market-Technology, Summary-Detail

Requirements fluidConcepts fuzzy Effort

gy, yIteration

Concepts fuzzyMany unknownsMany optionsMany assumptions

Requirements clear, stableConcepts clear, stableFewer unknowns, risks understoodFewer options greater constraints

EffortTime

y pFew constraintsScenarios

Fewer options, greater constraints

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?

?

?

?

?

??

?

?? ?

? ?? ??

?? ?

Divergent process Convergent processExplore Shape Plan Implement

A platform for integrated strategy toolkitsSTEEPI(Social, Technological, Economic, Environmental,P liti l I f t t l

Porter’s Five Forces

ForesightTechnology Intelligence

M k tScenario

Political, InfrastructuralTrends & Drivers)

SWOT(Strengths

Five Forces gy g

tMarket

Business

ProductService

InnovationSystemStructure

(Strengths,Weaknesses,Opportunities,Threats)

ServiceSystem

TechnologyResources

(taxonomy)Scaleable(hierarchy)

PortfolioLinkingid

ValuationBalancedscorecardgrids scorecard

Typical roadmapping workshop activities( & )(Breadth & Depth)

Communication roadmap design process

Design workshop

120 page roadmap document &

detailed graphics Communication roadmap

Dr Clive [email protected]

p

@EU Graphene FlagshipBonaccorso et. al., 2012

Roadmapping: a flexible strategic ‘lens’

Sector

Sector level coordination

Strategic workforce

Emerging technologies

Corporate

and policy planning

Business andFront-end

and clusters

Corporate synergy and coordination

Business and corporate strategy

Front end strategy and

venturing TargetExplore

Strategic alignment with

li

Linking R&D to the

b i

Integrated strategy for new product

d l t

Company

suppliersbusiness development

Roadmapping for strategy and innovation – Case studiesJim Trueman, Principal Industrial Fellow

13 M 201413 May 2014

Case StudiesCase Studies1. The Classic Roadmap:

– Re-aligning an industrial sector with changing trends and driversRe aligning an industrial sector with changing trends and drivers– Key characteristics:

• need to identify specific technology focus areas• market trends and business drivers are well understood• market trends and business drivers are well understood

– Major project, sustained commitment2. Emerging Technology:

– Aligning multiple stakeholders; prioritising investment– Key characteristics:

• Multiple potential technology applicationsMultiple potential technology applications• High levels of uncertainty around market trends, technology direction

– Structured, highly participative workshops3 C t St t d St T ti3. Corporate Strategy and Stress Testing:

– Many applications– IfM Fast-Start Roadmap workshops

The Classic RoadmapAA2020 Australian Automotive RoadmapAA2020 Australian Automotive Roadmap

Industrial Strategy for an Industry sector- AA2020 Australian Automotive Roadmap

$1.3 billion Green Car Innovation Fund

Urgent need for Roadmap

Identification of Partners

AA2020 Programme

Process, Participation & Outputsp p220 Participants from 160 organisations included: • vehicle producers,vehicle producers,• automotive suppliers, • research organisations, • relevant non-automotive companies, p ,• government officials • and other stakeholder groups.

AA2020 – Process

Opportunity Develop high capacity, low cost, on-vehicle CNG storage tanks.

Potential Benefit – The Triple Bottom Line Profit • There is a potential for this technology to enable the wider adoption of CNG in

passenger vehicle (a market that is currently very small). • CNG powered vehicles are more widely available in other markets (with millions

currently in service). This forms a large and growing potential export market for tanks with increased capacity and flexibility, lower cost and lower weight.

People • Local development and manufacture of revolutionary CNG tank technology will lead to employment opportunities – especially if an export market can be established.

• CNG is a local resource, so exploiting it in Australia will benefit local people. Additionally, these tanks are likely to incorporate lightweight metals, exploiting Australian resources.

Planet • As an enabling technology for the widespread adoption of CNG fuelled vehicles, the technology represents a potential 25% reduction in CO2 emissions when compared to a conventional petrol vehicle.

Australian Capability to Deliver Current Capabilities Actions to Plug Gaps

Auto Supply Base • There is current capability for the manufacture of LPG tanks in the automotive industry.

• Using existing expertise, this capability could be adapted to suit the manufacture of CNG equipment.

• An opportunity exists for the combination of lightweight, conformable tanks with low pressure, adsorbent-based CNG storage.

• Demand for this technology will be driven by the global perspective.

• The global perspective demands harmonisation of (or compliance with) all recognised design standards for installation and service










• Using existing expertise, this capability could be adapted to suit

• An opportunity exists for the combination of lightweight, conformable tanks with low pressure, adsorbent-based CNG storage













• CNG is a local resource, so exploiting it in Australia will benefit local people.



passenger vehicle (a market that is currently very small).

Opportunity

Priorities &Recommendations

service. Non-Auto Supply Base

• Low cost, lightweight tank materials and techniques can be transferred from expertise gained in other industries.

• A design and material performance specification must be set to determine where knowledge from outside the automotive industry can be applied.

Science Base • The science and research industry is already equipped to examine the development of appropriate adsorbents for CNG storage.

• Tradeoffs between quality, cost and performance of adsorbent technologies will need to be investigated.

Other • •

Actions: Policy & Funding

• • Green car funding availability for research and development programs.

Actions: Skills & Infrastructure

• Knowledge and capability to train the public about the misconceptions

•

capability could be adapted to suit the manufacture of CNG equipment.

storage. • Demand for this technology will be

driven by the global perspective. • The global perspective demands

harmonisation of (or compliance with) all recognised design standards for installation and service.

Non-Auto Supply Base





Other • •





•






• The global perspective demands harmonisation of (or compliance with) all recognised design standards for installation and service.






Other • •





•

Additionally, these tanks are likely to incorporate lightweight metals, exploiting Australian resources.













Other • •





•

• CNG powered vehicles are more widely available in other markets (with millions currently in service). This forms a large and growing potential export market for tanks with increased capacity and flexibility, lower cost and lower weight.















Other • •

OpportunityDevelop high capacity, low cost, on-vehicle CNG storage tanks.














• Low cost, lightweight tank materials and techniques can be transferred from expertise gained in other industries

• A design and material performance specification must be set to determine where knowledge from outside the automotive industry can

ApplicationBenefits: Profit

PeoplePl t Infrastructure the public about the misconceptions





•

industries. outside the automotive industry can be applied.



Other • •





•

Planet

Likelihood of Success

Cost 4 Themes38 Applications

What did Stakeholders say afterwards?

“The AA2020 Roadmap has changed the way we perceive the“The AA2020 Roadmap has changed the way we perceive the Australian automotive industry. It has provided a vital context in which to understand and pursue opportunities for our technology i h i k A h K CEO CAP XXin the automotive market.” Anthony Kongats – CEO, CAP-XX

“The Automotive Australia 2020 Roadmap charts the industry’s capabilities, needs, commercial potential, and opportunities for expansion over the next decade and beyond. Over 220 people from 160 organisations contributed to creating the roadmap, delivering g g p, gstrong industry support for the directions suggested by the roadmap, and an eagerness to be involved in its implementation - to build competitive advantage wherever we can ” Senator Kim Carr -build competitive advantage wherever we can. Senator Kim Carr Minister for Innovation, Industry, Science and Research

Related Case StudiesTo help protect your privacy, PowerPoint prevented this external picture from being automatically downloaded. To download and display this picture, click Options in the Message Bar, and then click Enable external content.

Emerging TechnologyA Synthetic Biology Roadmap for the UKA Synthetic Biology Roadmap for the UK

A Synthetic Biology Roadmap for the UKy gy pSynthetic biology was identified by the Technology Strategy Board as one of the eight emerging technologies to be supported by the UK government

S th ti Bi l R d C di tiSynthetic Biology Roadmap Co-ordination Group established to inform government on likely timeframe and actions required to establish a world leading science base andestablish a world leading science base and Synthetic Biology Industry in the UK

Co ordination Group provided subject matterCo-ordination Group provided subject matter expertise; IfM ECS provide process and facilitation.

Multiple workshops involving 70 participants across 52 organisations

Process1 Identify common vision

Industrial Academic Public Total

Leading scientific advances12% 23% 17% 18%

resilient platform of underpinning technologies22% 22% 16% 20%

business have successfully developed and have introduced new products, processes and services 22% 12% 15% 17%

significant revenues and employment11% 7% 13% 11%

continued growth5% 4% 4% 4%

widely publicly supported8% 9% 9% 8%

Cutting

Edge

blic

Econ

omically

vibr

ant

Our Vision is of a Synthetic Biology Sector that is;

Vision

1 Identify common vision

8% 9% 9% 8%

effective and responsive regulatory framework11% 4% 11% 9%

addresses global societal and environmental changes10% 19% 14% 14%

of clear

pub

bene

fit

Past 2012 Short term 2015 2015 Medium term 2020 2020 Long term 2030 Vision 2030+

Social and Ethical

Technological

Environmental

Economic

Tren

ds & Driv

ers

Public acceptance in face of need

Public ignorant or negative perception

Materials security, cost and scarcity

New diseases, threats to human, animal and plant health.

Oil security, cost and scarcity

Climate change/Green technologies

Global adoption of standards

Conflict over land-use (eg food v biofuel)Food security

Ethical framework for SB

Need to reduce healthcare costs

Embedding synthetic biology in other areas of bioscience.

Providing new tools for use across the biosciences (output, benefits)

UK economic recovery

Antibiotic resistance

Environmental pressure on waste

Biological threats

Trends

Opportunity Name Team Members Next Steps:

Describe the OpportunityWhat do we need to do to qualify this opportunity and validate the information provided?

Current State 2014 2016 2022 Vision

Note information type and where we are most likely to get that

ionformation

Give detail of the opportunity: what problem is being addressed, for which group of businesses or citizens

What Further Information do we need?

Why is this a Strong Opportunity?

Which Regional Drivers does it help us to meet?How will this opportunity help to deliver against the priorities for Regional Devclopment in Cordoba?

Which key industry sectors or educational initiatives does it support?

How will it contribute to the Regional Digital EcoSystem?How does this opportunity contribute to the Digital Ecosystem of Cordoba?

Does it improve competitiveness of the region? Does it encourage more utilisation of ICT in the Cordoba? Does it drive employment in ICT through local development of applications or local content?

82

1

2 3 4Trends and Drivers Identify, Prioritiseand Select Opportunities

Mini-business Plan

Political & Legal

Consumers / Users

Channels to Market

Existing (Big) Industry

Technology Co.s & Start-ups

Science base

Regulation & Approval

Competition

Value

Cha

in Persp

ectiv

es

Multidisciplinary confluence and barriers

Exponential trends in technology and ICT Informed policy for SB

Public views and valuesManaging risk (e.g. moving beyond contained use)

Innovation with academia

Strengthen UK science base – sophisticated applications

Adoption & scale-up by large industry

SMEs & Spin-Outs to drive innovation

Public Funding

Stable regulatory framework

UK R&D recognised as leading edge, but lacking resources of US & China

Successful growth of SMEs/marquee companies

Reduced development time to market

Disruptive products start to appear

Need for genuine market pull for a product

Need to select key categories UK can excel in

Determining added value SB approach in industry

Need to attract inward investment

Channels to market developed

High value applications in commercial use

International Competition

Trends If further information validates the approach‐ what actions do we need

to take next?

What Capabilities do we Need to Deliver this?

Outline what ICT, Internet and Mobile capabilities will be needed at each time to deliver the

opportunity: Infrastructure‐ connectivity, Services‐ availability and pricing of broadband, PCs, mobile devices, Users‐ how well skilled and familiar with ICT will different types of user need to be; how much support will be needed, Applications and Digital Content‐ what types of application and content will be needed; where will they be

developed.

Other Enablers Required

What other (non ICT) enablers will be required to deliver this opportunity?

Describe how this opportunity will look and what it will be delivering in each of the times given

Note the specific actions that need to be taken next; who needs to

take that action; and when it needs to be complete

How able to deliver this opportunity is Cordoba?

How does the opportunity fit with current corporate strengths

How will we fill technology and enabler gaps?

Where do we stand against the competition?

What we can Deliver

9

7

6

54 3

Landscape

6 Linkage Grids

Themes5

7

Opportunity Roadmap

Landscape

RecommendationsIndustry Level View High Potential

O t it D diData Analysis and

D i i Sty Opportunity Deep-diveDecision Steps

Synthetic Biology Outcomesy gy

Lionel Clarke, chairman of the UK Synthetic Biology Roadmap Coordinating Group:Coordinating Group:

“The structure [that IfM ECS] provided stimulated the full engagement of all participants in the discussion and contribution of ideas. As a result, we were able to meet our main objective which was to start building a broad communityable to meet our main objective which was to start building a broad community, sharing ideas and concerns and identifying issues where changes to policy or putting in place supporting structures would help. The team was very effective, enabling progress to be made rapidly.”

David Willetts, Minister for Universities and Science:

“We are making a series of investments in research in synthetic biology. The UK Research Councils and the Technology Strategy Board are spending over £90 million on world leading synthetic biology research and commercialisation including £20 million announced by the Chancellor last November. In December 2012, the government announced that a further £50 million will be invested in synthetic biology to support implementation of key recommendations from the UK Synthetic Biology roadmap.”

Related Case StudiesRelated Case Studies

Corporate Strategy and Stress TestingVive Digital: Colombia’s Digital AgendaVive Digital: Colombia’s Digital Agenda

Vive Digital:Vive Digital: National programme to increase adoption of ICT and strengthen the Digital Ecosystem to:

• Increase employment• Increase competitiveness

I i l i• Increase inclusion• Reduce poverty

Di t Vi Di it l T tDirect Vive Digital Targets

• Expand Infrastructure• Reduce cost of service• Reduce cost of service• Develop applications and digital content• Foster ICT Adoption and Use

But … Regional governments were not buying in

Process and Findings:Process and Findings:IfM Fast-start Roadmapping workshop in Cordoba to draft a roadmap for ICT in the region:

• Extensive briefings pre-workshop• Local context, trends and drivers• Opportunities for developing the digital ecosystem in the regionpp p g g y g• Regional and Central capabilities and enablers

Findings:• Lack of regional understanding of central Vive Digital programme;

independence from central government• In the Region: g

• renewed enthusiasm• regional collaboration and • shared vision

• At the Ministry: Resetting of expectations and renewed planning• At the Ministry: Resetting of expectations and renewed planning • improve communication and collaboration with regions; • invest in delivery capability across regions; • need to bridge “aspiration gap”g p g p

Other Less Conventional OutputsOther Less Conventional Outputs

Strategic roadmap: • Young high growth company• Young, high-growth company.• To stress test the existing strategy against uncertainty and risks in trends and drivers• Highlighted the risks of doing nothing and the need for a shift in corporate strategy

Strategic roadmap: • Mid-sized successful corporate, in a complex industry• To map Trends, Drivers and commercial strategy in key market sectors to give R&D a

longer term insight into market requirements; enable more strategic development• Identified a lack of market insight and understanding across many divisions; and the

corporate requirement to improve investment in key client relationships

Technology roadmap: • Major industrial; leader in specialised process industry• To give R&D a more strategic understanding of customer requirements; enableTo give R&D a more strategic understanding of customer requirements; enable

prioritisation and consolidation of development programmes• Highlighted key risks, uncertainties and competitive threats to their largest revenue

stream; and major opportunities in a lower-profile sector

Common themes

• Complex situationsM lti l St k h ld

I found the workshop stimulating

I enjoyed the workshop

I found my participation worthwhile

• Multiple Stakeholders• Need to:

Identify key issues / opportunities / challengesPrioritise importance / Assess Impact

Test against uncertain future scenariosDevelop action plans 5. Strongly Agree

I feel I have contributed to the workshop

The workshop provides useful insights

Build consensus & Buy-in• Outputs:

4. Agree3. No comment2 Di– All of the above

– ...plus sense of ownership and momentum Action

2. Disagree1. Strongly Disagree

Further information

Research collaboration opportunitiesRobert Phaalrp108@cam ac [email protected]+44 (0)1223 765824

Education and consultancy servicesJim [email protected]+44 (0)7769 263804Nick [email protected]@cam.ac.uk+44 (0)1223 748263

roadmapping for strategy and innovation€¦ · roadmap framework (supports integrated and aligned...

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