Dr Robert Phaal - Technology roadmapping: a case study

Technology roadmapping: a case study

Best Practice Workshop: Technology RoadmappingBrno, 5 February 2013

Dr Robert PhaalCentre for Technology Management

Domino Printing Sciences

(Dr Rick Mitchell, Technical Director of Domino)

Topics

• Overview of Domino Printing Sciences

• Domino’s need for a Technology Planning Process

• Using the Fast-start-up process

• Keeping it going

• Lessons learned

BusinessUnits

CorporateFunctions

SalesChannels

ManufacturingOperations

Holding Company

Domino organisation

• Product Identification

• Commercial Printing

• Laser Coding and Marking

• Outer Case Coding

Domino Business Units

• Business Planning System in place (1,3,10 years)

• Lacked clarity on the product need to achieve the strategies

- Commercial unclear what they could rely on.- Technical unclear what would be required.

• How to manage the dialogue?

• All aware that effective innovation needs time…..

The need for a strategy process

• Time to Market is key.

Minimum time between start of the project and the product launch.

• Innovation is inherently risky….

• Risk means DELAY.

……….Or incredible luck….

• So: No innovation during product development

The Innovation Trap

• It suits our company. Everyone talks about products

• Provides clear justification and prioritisation for projects

• Clarifies what can really be achieved.

• A communication tool, linking technical and

commercial

Why roadmapping?

Need for better product-Technology planning

“Seek Advice”

Seminar by Rob Phaal, David Probert and Clare Farrukh

Product Identification

process PI Start-

up

Laser C.P.

Road Map 1

Road Map 2

Road Map 1

Draft Road Map

Market Research

Revision

Road Map 3Road Map 2

Outer Case Coding

Road Map 1

Road Map 2

Wait until ready Wait until ready

Road Map 1

Road Map 2

Roadmapping in Domino

Market / Business Drivers

Rank cellsfor impact

Rank cellsfor impact

Pro

duct

Fea

ture

Con

cept

s

Technologycapabilities

Pro

duct

Fea

ture

Con

cept

sTechnology Roadmap

Roadmap input development

Market Company

Prioritisation (P): 7 3 0 2 6 5 1 8 10 8 9 5 (out of 10)

Score

Market Company

1. M

arket Driver 1

2. M

arket Driver 2

3. M

arket Driver 3

4. M

arket Driver 4

5. M

arket Driver 5

6. M

arket Driver 6

7. M

arket Driver 7

8. M

arket Driver 8

A. Business Driver 1

10.

C. Business Driver 3

D. Business Driver 4

B. Business Driver 2

ProductFeatureConcepts

Market /BusinessDrivers

1. Feature Area 1

2. Feature Area 2

3. Feature Area 3

4. Feature Area 4

5. Feature Area 5

6. Feature Area 6

7. Feature Area 7

8. Feature Area 8

9. Feature Area 9

10. Feature Area 10

11. Feature Area 11

12. Feature Area 12

13. Feature Area 13

?

?

?

?

?

X

X

X

X

X

X

1

16

15

20

40

16

32

8

35

20

23

9

36

25

39

35

37

18

31

36

9

27

65

33

27

59

=1 X=2 =3 =-1

Score = ticks x P

0

4

4

5

10

4

8

2

9

5

6

2

9

(N)

(N) = normalised

4

6

5

6

3

5

6

1

4

10

5

4

9

(N)

Year 1 Year 2 Year 3 Year 4 Year 5P

rodu

ct D

evel

opm

ent

Fenix 3

Res

earc

h P

rogr

amm

es

Programme A

Equip. 1

Service 2

Service 3Equipment 2

Product 3 gen. 1 Product 3 gen. 2

Product 2 gen. 1 Product 2 gen. 2 Product 2 gen. 3

Component 2Equipment 4

Eq. 5 Equip. 6

Component 1 gen. 3

Product 1 gen. 1 Product 1 gen. 3 gen. 4

1

Prog. B

Prog. C Key Prog. D

Prog. E

Key Prog. F

Prog. G

Prog. H

Prog. I

Key Prog. J

Core Prog. K

Equipment 3

Core Prog. L

2

Core Prog. M

gen. 2

3

Service 1

Product 1 gen. 2

Year 1 Year 2 Year 3 Year 4 Year 5

Pro

duct

Dev

elop

men

tR

esea

rch

Pro

gram

mes

Product 1 gen. 1 Product 1 gen. 4 gen. 5gen. 2 gen. 3

Comp. 1 gen. 2

Eq. 5

Product 2 gen. 1 Product 2 gen. 2 Product 2 gen. 3

Equipment 3

Equipment 1 & Services

Programme A 1

Prog. B

2 3

Prog. H

Prog. I

Prog. I

Core Prog. K

Core Prog. M

Core Prog. N

Special Proj. I

Special Proj. 2

• Because….

• The world and our understanding change

• The act of reviewing :

- Reminds us where we are going

- Brings new colleagues in

- Deepens commitment

- Deepens understanding

….and may make us change our view….

Review the roadmap regularly

FEATURES

A

B

C

D

E

F

TIME

T 1 T 2

Feature development with time

Customersatisfaction

Source: Noritaki Kano

Basic needs (hygiene)(Not always expressed.e.g. safety, car will start,food non-poisoned)

Performance needs(Generally expressed.e.g. miles per gallon)

Excitement needs(Seldom expressed:new to the world)

GoodDegree of featureimplementationPoor

Customer Satisfaction = Σ[ Satisf(Excite) + Satisf(Perf) + Satisf(Basic)]

Notunhappy

Immediatehappiness

Delight

Disappointed

Kano model - features & satisfaction


Product Line 1

Product Line 3

Prog. 1

Dev’t

Dev’t

Dev’t

Dev. 2

Dev. 4

Prog. 3

Prog. 9

Product Line 3, variant b

Prog. 6

Product Line 2

Product Line 4

Prog. 4

Performance w Perf. x Perf. y Perf. z OEM product

Prog. 7

Product Line 4, variant cDev’t

PL 4, gen 2

PL 4, v d

PL 4, platform

Dev’t

Dev’t

Prog. 5

Dev’t

Prog. 8

Prog. 10

Services

Prog. 2

Study A

Product Line 2, gen. 2Dev’t

Study B

Study 1

TECHNOLOGIES

PRODUCTS

Dev. 3


Dev. 1

BUSINESS


Product Line 1

Product Line 3

Prog. 1

Dev’t

Dev’t

Dev’t

Dev. 2

Dev. 4

Prog. 3

Prog. 9


Prog. 6

Product Line 2

Product Line 4

Prog. 4

Performance w Perf. x Perf. y Perf. z OEM product

Prog. 7

Product Line 4, variant cDev’t

PL 4, gen 2

PL 4, v d

PL 4, platform

Dev’t

Dev’t

Prog. 5

Dev’t

Prog. 8

Prog. 10

Services

Prog. 2

Study A

Product Line 2, gen. 2Dev’t

Study B

Study 1

TECHNOLOGIES

PRODUCTS

Dev. 3


Dev. 1

BUSINESS

Benefit 1Benefit 2Benefit 3Benefit 4

Benefit 12

FEATURES

Feature 1………………….Feature 1………………….

Feature 3………………….

Feature 4

………………….



Feature 7

………………….

Feature 8

………………….Feature 9………………….Feature 10

PL 4

a…………………..

b………………….

c…………………

d

………………...

e………………..

f………………….

g

…………………..

h

……………….i

………………….j

PL 4, var. b

???…………………..

b-…………………..

c+…………………..

d+

…………………..

e+………………….

f+………………….

g+

………………….

h+

………………….i+

………………….J-

PL 4, var. c

???………………...

b--………………..

c++………………..

d++

………………..

e++……………….

f+………………...

g++

………………..

h++

………………..i+

………………..J--

PL 4, gen. 2

???…………………

b-………………..

c+++………………..

d++

………………..

e+++………………..

f+………………...

g+++

……………….

h+++

………………..i++

………………...J---

PL 4, platform

???………………….

b-………………...

c++++………………...

d++

………………….

e+++………………...

f+………………..

g++++

………………...

h++++

………………...i+++

………………….J+-

Benefit 5Benefit 6Benefit 7

Benefit 8Benefit 9Benefit 10Benefit 11

1. Roadmapping and the Fast Start process worked for us.

2. Different benefits and problems for each SBU/product line.

3. It’s hard work : so

- The company must be ripe for it

- Management commitment vital.

4. Owner/facilitator very desirable.

Lessons learned #1

5. Group working vital . . .But not sufficient

6. Creating the map requires some modest creativity

by one or two people

7. The result is always out of date

Lessons learned #2

• A Roadmap is not an Ordnance Survey or Road Atlas

- It is an explorer’s sketch map combined with a battle plan

• The view will change by the time you get to the next hill.

• “No battle plan survives the first contact with the enemy”

• Review the plan regularly and expect to change it

A moving target

The test of a roadmap is not whether

you follow it, but whether it is helpful

in deciding what to do next

Three core tools(towards a generic scalable toolkit)

The ‘pencil’ example

‘Pencil’ Linkage Grid example

Why?Customer & Consumer

drivers, wants, needs, benefits;

Business strategy, targets

What?Product, Service

& Systemform, functions,

features, performance

Commercial & strategic

perspectives

Design, development & production perspectives

Writing,Aesthetics,Status

Growth,Capability

Marking,Ergonomics,Decoration

Quality,Delivery

Technology, research and resource perspectives

How?Technology, Science &

Resourcesolutions, capabilities,

disciplines, infrastructure,

partners

Materials,Processes,

Logistics

ICT,Suppliers








perspectives


Writing,Aesthetics,Status

Growth,Capability

Marking,Ergonomics,Decoration

Quality,Delivery

Materials,Processes,

Logistics

ICT,Suppliers




partners


‘Pencil’ Linkage Grid example – Option level








perspectives


CustomersCompetitors

Business Services

Technologyplatforms

Resources




partners





Pencil

‘Pencil’ Linkage Grid example – Portfolio level

PenStylus

‘Pencil’ Roadmap example – Option level

t

MarkingErgonomicsDecoration

QualityDelivery

WritingAesthetics

StatusGrowth

Capability

MaterialsProduction

LogisticsICT

Suppliers

‘Pencil’ Roadmap example – Portfolio level

t

PencilPen

StylusServices

CustomersCompetitors

Business

Technologyplatforms

Resources

Priority &

Balance

‘Pencil’ Portfolio Matrix example – Portfolio level

Priority &

Balance

‘Pencil’ Portfolio Matrix example – Option level

Option level

Align

Portfolio level

, Link and Sync

T-Plan process

1

S-Plan process

1a

1b

2a

2b 3

S-Plan vs T-Plan ‘fast-start’ workshop methods

Time

Level

Portfolio

Option

1c

Topic

1b

T-Plan

2

S-Plan

Landscape

1a

Thank you

Questions?

Date post:	15-Jan-2015
Category:	Business
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