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Technology Roadmapping December 2013 www.getaglobalvision.com
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Technology Roadmapping
December 2013
www.getaglobalvision.com
Global Vision
Who we are
• We are a multicultural,
cross-domain,
and international,
group of R&D veterans
• We are believers in
open innovation
• Using Open Innovation principles, we partner with various
types of companies, from early-stage start-ups to large
manufacturing firms, to:
Solve Technical Problems
Accelerate R&D – by boosting the initiation or the
finalization of R&D efforts
Detect Unconventional Markets – by identifying and
assessing markets outside the competence sphere of
ours clients.
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What we do
• California, USA Heart of Innovation
Contact:
Gabriel, (734) 223 4711
• Lille, France Heart of Europe
Contact:
Anthony, +33 (0)3 66 72 18 05
Our locations
Some areas of expertise
• Energy
• Chemistry
• Plastics and Polymers
• Advanced Materials
• Biotech
• Big Data
• Modeling & Simulation
• Mechanical Engineering
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They partnered with us
Alkern is a European
leader in concrete
products.
Aquarese is a specialist
in high pressure products
and processes.
Copalis is global
supplier of marine-
based natural
ingredients to various
markets.
Castorama is the
French leader in home
improvement and
gardening supplies.
Decathlon is a
global with $6B
turnover sporting
goods manufacturer
and retailer.
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.
Madeco is a
European leader in
window blind
manufacturing.
Jeumont Electric is a
world-class pioneer
in high voltage
electric rotating
machines and their
auxiliaries.
Plage is a French
innovative provider of
mural decoration.
Rio Tinto is a global
metal and mining
corporation with
$51B turnover.
Sealock is a leading
adhesives
manufacturer in
France and Eastern
Europe.
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.
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What is a RoadMap
Background
• Lots of books and journal articles on the topic
• One well-known team at Cambridge (Dr. Rob Phaal)
The team 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
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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)
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Chart (1/2)
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Chart (2/2)
Put forward by the European Industrial Research Management Association (EIRMA) in 1997 12
History of Roadmaps
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 Association‘s approach for technology roadmapping
• 1997: publication of a report on “the fundamentals of technology roadmapping” by Sandia National Laboratory
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First published roadmap (1987)
• Part of Motorola’s roadmap for the car radio
15
Roadmap trends
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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.
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Corporate level
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Industry level (1/2)
Moore’s law
« More than Moore »
« More than Moore »
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Industry level (2/2)
Electric Power Research Institute
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Public body level (1/2)
Deployment of green chemistry in the UK
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Corporate/Industry Roadmaps
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.
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Market-Driven Roadmaps
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 market
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Market-driven roadmaps phases
Time
Market/Customer
Expectations M 1 M 2 M 0 M 3
Required Technologies T 0
T 4
T 1
T 2
T 3
Resources
Capital Investment / Financing
Staff / Skills
Supply Chain
R&D Programs RD 0 RD 2 RD 4
RD 1 RD 3
Products Targeted by
the Corporation (size,
weigh, etc.)
P 1 P 2 P 0
P 4
P 3
Open Innovation OP 1 OP 2
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M2:
Augmentation
des passagers
Augmentation constante
et mondiale du nombre
de voyageurs
P2:
A 380
Besoin de
Gros porteur
T1: Matériaux
composites (25%
de la structure
en poids)
Gain de masse
Pas de corrosion
R&D 0: Adapter
les composites à
fibre de carbone
Mise en application
par la R&D Airbus
OP1: GLARE
(Glass
Reinforced fibre
metal laminate)
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Examples
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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)
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Innovation-Driven Roadmaps
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 expected
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Innovation-driven technology roadmap
Time
Required Technologies T 3
Resources
Capital investment / Financing
Staff / Skills
Supply Chain
R&D Programs RD 0 RD 2 RD 4
RD 1 RD 3
Open Innovation OP 1 OP 2
Products Targeted by
the Corporation (size,
weigh, etc.)
P 3
Market/Customer
Expectations M 3
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M3:
Creation of the market
Of luxury electric cars
P3:
Tesla Model S
T3:
Develop a chassis from the cells
RD2:
Development of interconnected
and secure battery cells
OP2:
Use the massively-produced battery
technology from Laptop computers
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Examples (1/2)
• 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
De luxe Electric car
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Examples (2/2)
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Use of patent analysis (1/2)
Patent-driven
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Use of patent analysis (2/2)
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First Steps
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
Other
Economic General trends
Interest rates
Tax
Insurances
Funding sources
Funding req’s
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
Other 39
STEEP (2/2)
http://foresightcards.com/background-information/steepexplained/
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SWOT
Opportunities New funding streams; new clients; market expansion; free business
support; free training; Internet marketing and sales; attending
exhibitions; networking
Threats Strong 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
investment
Potential Issues
Strengths Strong 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 suppliers
Weaknesses Accounts 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 hours
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Approaches
Conventional approach
• Relying on internal resources (+ 1 consultant):
a series 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:
pitfall of being stuck in the rut
at most four days of work
contributions from people more or less available
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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.
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