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Technology Roadmapping

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  1. 1. Technology RoadmappingDecember 2013 www.getaglobalvision.com
  2. 2. Global Vision
  3. 3. Who we are We are a multicultural, cross-domain, and international, group of R&D veterans We are believers in open innovation
  4. 4. What we do Using Open Innovation principles, we partner with various types of companies, from early-stage start-ups to large manufacturing firms, to: SolveTechnical Problems AccelerateR&D by boosting the initiation or the finalization of R&D efforts DetectUnconventional Markets by identifying and assessing markets outside the competence sphere of ours clients. 4
  5. 5. Our locations California, USA Heart of Innovation Lille, France Heart of EuropeContact:Contact:Gabriel, (734) 223 4711Anthony, +33 (0)3 66 72 18 [email protected]@globalvision-innov.fr
  6. 6. Some areas of expertise Energy Chemistry Plastics and Polymers Advanced Materials Biotech Big Data Modeling & Simulation Mechanical Engineering 6
  7. 7. They partnered with usAlkern is a European leader in concrete products.Aquarese is a specialist in high pressure products and processes.Jeumont Electric is a world-class pioneer in high voltage electric rotating machines and their auxiliaries.Madeco is a European leader in window blind manufacturing.Castorama is the French leader in home improvement and gardening supplies.Plage is a French innovative provider of mural decoration.Copalis is global supplier of marinebased natural ingredients to various markets.Rio Tinto is a global metal and mining corporation with $51B turnover.Decathlon is a global with $6B turnover sporting goods manufacturer and retailer.Sealock is a leading adhesives manufacturer in France and Eastern Europe.Fives DMS is the world leader for cold rolling mills for the steel industry.Fred & Fred provide innovative luxury lighting solutions to clients in France and in the USA.Wipak is a European manufacturer of films and high-end packaging solutions.Fruition Sciences is a global provider of high-tech solutions for water management in vineyards.7
  8. 8. What is a RoadMap
  9. 9. Background Lots of books and journal articles on the topic One well-known team at Cambridge (Dr. Rob Phaal) Theteam has been using the same idea for 15 years 95% of other teams are repeating ideas from Dr. Phaal Seemingly no French academic teams/companies on this topic 9
  10. 10. Definition Roadmapping - Providing a vision of the future and a time-based action pathway to achieve this vision Roadmapping answers the following questions: Where are we? Where are we going? Which technologies to get there? What are the required resources? What are the milestones and risks? Roadmap - chart which summarize the answers of those questions ( Strategic Plan) 10
  11. 11. Chart (1/2)11
  12. 12. Chart (2/2)Put forward by the European Industrial Research Management Association (EIRMA) in 1997 12
  13. 13. History of Roadmaps
  14. 14. First approaches 1970s: development of a method to align product and technology strategies at Motorola 1987: first published industrial roadmap by Motorola 1996: creation of the Management of Accelerated Technology Innovation Network at Northwestern University with a focus on sharing roadmapping experience 1997: publication of the European Industrial Research Management Associations approach for technology roadmapping 1997: publication of a report on the fundamentals of technology roadmapping by Sandia National Laboratory 14
  15. 15. First published roadmap (1987) Part of Motorolas roadmap for the car radio15
  16. 16. Roadmap trends16
  17. 17. Roadmap for whom? and for what? Corporate level: linking market, product strategies, technologies, resources confidential Industry level: identifying common technology needs to guide R&D efforts Semi Conductor Energy Association Semiconductor Roadmap US Steel Industry Technology Roadmap etc. Public bodies: planning technology deployment or scientific progresses IEA - Carbon Capture and Storage in Industry Road Map European Commission - Hydrogen Roadmap Etc.17
  18. 18. Corporate level18
  19. 19. Industry level (1/2) Moores law More than Moore More than Moore 19
  20. 20. Industry level (2/2) Electric Power Research Institute20
  21. 21. Public body level (1/2) Deployment of green chemistry in the UK21
  22. 22. Corporate/Industry Roadmaps
  23. 23. Objectives Getting a consensus on market drivers products to be developed required technologies allocation of resources . Driving R&D and Open Innovation efforts Making all this information available in a simple chart Identifying risks Supporting internal and external communication Etc. 23
  24. 24. Market-Driven Roadmaps
  25. 25. Definition A market-driven technology roadmap is a planning process to select or develop technologies alternatives to satisfy a set of products expected by the market25
  26. 26. Market-driven roadmaps phases Time Market/Customer Expectations Products Targeted by the Corporation (size, weigh, etc.)Required TechnologiesM0M1P0P2P1T0T1T3RD 2RD 0 RD 1Open InnovationResourcesP3 P4T2R&D ProgramsM3M2OP 1T4 RD 4RD 3OP 2 Capital Investment / Financing Supply Chain Staff / Skills 26
  27. 27. M2: Augmentation des passagersAugmentation constante et mondiale du nombre de voyageursP2: A 380Besoin de Gros porteurT1: Matriaux Gain de masse composites (25% Pas de corrosion de la structure en poids) R&D 0: Adapter Mise en application les composites par la R&D Airbus fibre de carbone OP1: GLARE (Glass Reinforced fibre metal laminate) 27
  28. 28. Examples28
  29. 29. Use of scenarios Making several scenarios of the market drivers Selecting the technology/R&D path: No-regret(some positive payoff in any scenario) Options (significant payoff in some scenarios and small negative outcome in others) Big bets (large payoff in one scenario and negative in others)29
  30. 30. Innovation-Driven Roadmaps
  31. 31. Definition An innovation-driven technology roadmap is a planning process to help select or develop technologies alternatives to penetrate market with products that are not expected31
  32. 32. Innovation-driven technology roadmap Time Market/Customer ExpectationsM3Products Targeted by the Corporation (size, weigh, etc.)P3T3Required TechnologiesR&D ProgramsRD 2RD 0 RD 1Open InnovationResourcesOP 1RD 4 RD 3OP 2 Capital investment / Financing Supply Chain Staff / Skills 32
  33. 33. M3: Creation of the market Of luxury electric carsP3: Tesla Model ST3: Develop a chassis from the cellsRD2: Development of interconnected and secure battery cellsOP2: Use the massively-produced battery technology from Laptop computers 33
  34. 34. Examples (1/2) De luxe Electric car Roadster $100,000 210 miles range 0 60 mile/hour in 3.7 S Model S $100,000 265 miles range 0 60 miles/hour in 4.2 S 34
  35. 35. Examples (2/2)35
  36. 36. Use of patent analysis (1/2) Patent-driven36
  37. 37. Use of patent analysis (2/2)37
  38. 38. First Steps
  39. 39. Market analysis (1/2) STEEP: Social, Technological, Economical, Environmental, and Political Socio-cultural Age range Income brackets Gender? Ethnicity? Life-style Leisure Social trends Shopping trends Other Technological Hardware Software IT for management ICT for communication Equipment Materials New developments OtherEconomicGeneral trends Interest rates Tax Insurances Funding sources Funding reqs Other Environmental Sustainability Recycling Waste disposal Energy-efficiency Fuel Other Political EU law National law Local by-laws Trade unions Health & Safety Equality Vulnerable people Party politics Other39
  40. 40. STEEP (2/2)http://foresightcards.com/background-information/steepexplained/40
  41. 41. SWOT Potential IssuesStrengthsStrong market position; niche market; successful advertising campaign; effective management procedures; regular financial monitoring; well trained staff; location of premises; good market research; suitable pricing policy; reliable suppliersWeaknessesAccounts not up to date; cash flow problems; over/under pricing; not enough customers; business is seasonal; skills shortage; lack of adequate publicity; publicity not reaching right clients; poor market information; working too many hoursOpportunitiesNew funding streams; new clients; market expansion; free business support; free training; Internet marketing and sales; attending exhibitions; networkingThreatsStrong competitors with lower prices; general economic decline means clients reprioritise leisure spending; new competitor in market; product/service no longer trendy; new legislation will require investment41
  42. 42. Approaches
  43. 43. Conventional approach Relying on internal resources (+ 1 consultant): aseries of workshop (1 to 4, each during 0.5 to 1 day) gathering all internal stakeholders (R&D, marketing, ) led by a consultant Relevant for team building but not for the definition of a strategy: pitfallof being stuck in the rut at most four days of work contributions from people more or less available 43
  44. 44. Global Vision approach Entrusting an external team with making the roadmap pulling out of the rut weeks of work dedicated staff more robust strategy Refining the roadmap with the company staff (consensus, team building,) series of workshops other team building, consensus, etc. 44
  45. 45. Thank You Gabriel [email protected] December 2013
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