What are roadmaps?
Perspectives to the development of roadmapping
Lecture 1
Toni Ahlqvist
PhD, Senior Research Scientist, Team Leader
Technology Foresight and Technology Assessment
VTT Technical Research Centre of Finland
Victoria Technology Roadmap
Roadmap Training Day 19.05.2009
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
2
Schedule of the training
9.00–9.30 Getting started: introduction of the participants and trainers All
9.30–9.45 Presentation of the Victoria Technology Roadmap project Roos (ICS)
9.45–10.05 Module 1: Theory - What are roadmaps? Ahlqvist (VTT)
10.05–10.30 Module 2: Practice - How to construct roadmaps? Ahlqvist (VTT)
10.30–10.45 Module 2: Background presentation for the group work Valovirta (VTT)
10.45–11.00 Module 3: Tasks for the group work Ahlqvist (VTT)
11.00–11.15 Coffee break
11.15–11.45 Module 3: Evaluation of drivers and bottlenecks (Step 1) Participants
11.45–12.15 Module 3: Markets and actors (Step 1) Participants
12.15–12.45 Module 3: Constructing vision statements (Step 2) Participants
12.45–13.45 Lunch break
13.45–14.15 Module 2: Practice - How roadmaps support strategic planning? Loikkanen (VTT)
14.15–15.00 Module 3: Solutions and services (Step 3) Participants
15.00–15.15 Coffee break
15.15–15.45 Module 3: Enabling technologies and iteration (Step 3) Participants
15.45–16.30 Wrap up - Discussing the results of the working groups All
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
3
Structure of the lecture 1
What are roadmaps?
• Roadmapping: emergence and definitions
• Roadmaps as visual strategies
• Different types of roadmaps
• Roadmap hierarchies
• VTT’s approach to roadmapping
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
4
Strategic positions towards a future
1. Shape the future
- High risk, high reward
2. Adapt to the future
- Early adapters
3. Reserve the right to play
- To be aware
Courtney et al (HBR, 1997)
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
5
Emergence of roadmapping
• Roadmapping is an approach to align service, solution and technology
development with market developments and wider societal drivers
• Roadmapping is thus an approach for aligning technology and commercial
perspectives, balancing market ‘pull’ and technology ‘push’
• Roadmapping has its root in engineering sciences
• Its initial development is usually attributed to Motorola more than 25 years ago
• Since then roadmapping has been adopted and adapted by many organizations
• The most important first movers have been
• Technology-intensive firms in the consumer electronics
• Aerospace
• Defence sectors
• Roadmapping has since become quite widely utilized method in strategy formation, proactive planning and futures studies
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
6
Definitions of roadmaps
• Former Motorola executive and expert of science and technology roadmaps
Robert Galvin defined "roadmap" in Science magazine as follows:
• “A ‘roadmap’ is an extended look at the future of a chosen field of inquiry
composed from the collective knowledge and imagination of the brightest
drivers of change in that field. Roadmaps communicate visions, attract
resources from business and government, stimulate investigations, and
monitor progress. They become the inventory of possibilities for a particular
field.” (Galvin 1998 cit. Kostoff & Schaller 2001: 132)
• Roadmaps
• are an extended looks at the future of a chosen field(s) of inquiry
• are composed of the collective knowledge and imagination of the drivers
of change in a particular field
• communicate visions
• stimulate investigations
• monitor progress
• are the inventory of possibilities of a particular field
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
7
Further definitions
• “Roadmapping is a structured process for documenting the
anticipated evolution of a company’s markets and the product and
technology development plans to address those future markets. …
It provides a mechanism to capitalize on the scale of operations by
documenting key business goals and R&D projects, thus enabling
synergies to be identified.” (Cosner et al. 2007: 31)
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
8
Example of a Motorola roadmap
Willyard & McClees 1987, Research Management
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
9
Some dimensions of roadmapping
• Roadmap is a visualization of strategic aims of the organization/group of experts
• Explication of vision
• Explication of possible development paths
• Identification of potentials
• Roadmaps can be utilized in many ways to structure the research, development and strategic activities of an organization or a firm
• VTT’s public roadmaps focus sociotechnical changes
• Roadmaps can be applied
• In definition and embedding of R&D targets
• In characterization of development and competence needs
• As a strategic tool to combine different temporal perspectives and aims of a firm
• As a tool to map the changes in the markets
• As a tool plan business activities and networks
• In the anticipation of the long-term changes in the environment
• As a tool raise awareness of technological and environmental changes, especially in combination with scenarios
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
10
Some dimensions of roadmapping
• Roadmaps can include descriptions of changing technology and market
landscapes, but they should not be just inventories of these landscapes
• Roadmaps can include action targets for different actors in the process, but
they should not be limited just to action planning
• Therefore, it is important to make a following categorical distinction:
• Roadmaps are focused visual strategies structured in temporal levels
• Descriptions of future development targets in certain societal and
business context
• Action plans are specific descriptions of actions that should be made
according to the roadmap
• Action plans can also take the format of a simple roadmaps
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
11
Roadmaps as strategic lenses
Phaal & Muller 2009, TF&SC
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
12
Different roadmap types
• Strategic roadmap presents the long-range objectives of senior
management
• Market roadmaps combine e.g. known and foreseen customer
needs, competitive strategies, regulatory environment,
complementary products, substitute products and product
innovations.
• Product roadmaps describe the performance and feature
development of the products.
• Technology roadmaps describe the expected R&D activities,
including dates and R&D related information.
• Enterprise roadmap integrates all the elements of previous
roadmaps into enterprise level roadmap.
Cosner et al. (2007: 33)
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
13
Roadmap concepts at Motorola
Petrick & Echols 2004
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
14
Example:
Roadmap structure applied by Nokia
Source: Mika Naumanen
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
15
Roadmap categories
Science/Technology
roadmapsset industry targets
Product-Technology
roadmapsalign decisions with trends
Industry roadmapsset industry expectations
Product roadmapsschedule product
introductions
Roadmap Roadmap
EmphasesEmphases
Trends /
trajectories
Positioning
Roadmapping PurposesRoadmapping Purposes
Industry
understanding
Local
coordination
Science/Technology
roadmapsset industry targets
Product-Technology
roadmapsalign decisions with trends
Industry roadmapsset industry expectations
Product roadmapsschedule product
introductions
Roadmap Roadmap
EmphasesEmphases
Trends /
trajectories
Positioning
Roadmapping PurposesRoadmapping Purposes
Industry
understanding
Local
coordination
Source: Mika Naumanen
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
16
Categorization of roadmaps I
Lee & Park (2005). Customization of technology roadmaps according to roadmapping purposes: Overall
process and detailed modules. Technological Forecasting & Social Change 72 (2005) 567–583
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
17
Categorization of roadmaps II
Lee & Park (2005). Customization of technology roadmaps according to roadmapping purposes: Overall
process and detailed modules. Technological Forecasting & Social Change 72 (2005) 567–583
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
18
Generic VTT roadmap structure
Technologies
Products,
solutions
Markets
Present Medium term Long term
VISION
Drivers
Technologies
Products,
solutions
Markets
Present Medium term Long term
VISION
Drivers
WHY?
WHAT?
HOW?
Where do we want to go? Where are we now? How can we get there?
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
19
Examples of recent VTT Roadmaps:
Completed:
• Man-machine interfaces in vehicles. TT, Tekes & VTT, 2003-2004.
• Material technology roadmap. TT, Tekes & VTT 2005.
• Security Roadmap. VTT 2005.
• Water technology roadmap. VTT 2006 (unpublished)
• Transport System Technology Services. VTT 2007.
• Roadmap of Building Services. VTT 2007.
• Roadmap of Digital Built Environment. VTT 2008.
• Social Media Roadmap. VTT 2008.
Under construction:
• Service Science Roadmap. VTT 2009.
• Nutritech Roadmap on Intelligent Nutrition. VTT 2009.
• Green ICT Roadmap. VTT 2009.
• Roadmap of Ecomaterials. VTT 2009.
• Roadmap of Packaging. VTT 2009.
• Victoria Technology Roadmap. VTT & ICS 2009.
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
20
Conclusions
What to remember
• Roadmaps are focused visualizations of strategic development
paths for region, organization, technology, service or separate
products
• Roadmaps align organization’s future strategy in the tension of
”technology push” and ”market pull”
• Roadmaps are tools to direct future towards a certain goals
• Vision (where to go), present (where we are), path between
present and a vision (how to get there)
• What (drivers), what (solutions), how (enablers)
• Roadmaps as visual strategies in certain context
• Action plans as specific descriptions of actions that should be made
according to the roadmap
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
21
VTT creates business from technology
How to construct roadmaps?
Roadmapping methods, types and processes
Lecture 2
Toni Ahlqvist
PhD, Senior Research Scientist, Team Leader
Technology Foresight and Technology Assessment
VTT Technical Research Centre of Finland
Victoria Technology Roadmap
Roadmap Training Day 19.05.2009
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
23
Structure of the lecture 2
How to construct roadmaps?
• Ways to construct roadmaps
• Different types of roadmaps
• Views to process of roadmapping
• Examples of roadmapping processes
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
24
Different ways to construct roadmaps
• Desktop study
• Expert review of existing roadmaps
• Synthesis: where does our organizations stand?
• Expert process
• Workshops
• Interviews
• Questionnaires, Delphi
• Integrated company process
• Databases
• Visual construction automatized
• Inputs from different strategic units
• Crystallized into roadmaps
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
25
Evolution of roadmapping at Motorola
Richey & Grinnell 2004
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
26
ICT-based roadmapping
• Pros
• Systematic
• Large amount of data
• Large amount of data producers
• Hierarchical roadmap structures
• Updateable living document
• Cons
• Rigid process
• Blocks creativity
• New ideas get lost in structure
• Locked in, non-iterative strategic perspective
• Examples of programs that can be utilized
• Sopheon Vision Strategist, Banxia Software, Planisware Project Management Tools, mind mapping tools (e.g. Mind Manager), different project management tools etc.
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
27
Roadmaps take many forms I
At its best, roadmapping is a collaborative learning process –
visual forms of roadmaps are varied
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
28
Roadmaps take many forms II
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
29
Roadmaps take many forms III
Blackwell et al. 2008
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
30
Design pitfalls
• Too much information
• Overloaded
• Cluttered
• No clear message
• No vision
• Inconsistent
• Lack of organizing logic
Blackwell et al. 2008
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
31
Roadmapping process
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
32
Technology roadmapping – generic process
PLANNING Workshop 1
Market
• Objectives
• Scope
• People
• Schedule
Workshop 4
Charting
• Milestones
• Product charting
• Technology charting
• Resources
• Gaps
• Way forward
IMPLEMENTATION
• Implementation plan
• Tasks (gaps)
• Integration
Adapted from Phaal et al. 2001
• Performance dimensions
• Market / business drivers
• Grouping
• Prioritisation
• SWOT
• Gaps
Workshop 2
Product
• Technology solutions
• Grouping
• Impact ranking
• Gaps
Workshop 3
Technology
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
33
Case example:
Tailored technology foresight process for
a multinational corporate client
Collection of
background
material
• reports, studies,
articles
CollectionCollection of of
backgroundbackground
materialmaterial
•• reportsreports, , studiesstudies, ,
articlesarticles
First workshop
• Evaluation of tech X
targets
• Evaluation of tech X
types
FirstFirst workshopworkshop
•• Evaluation of tech X Evaluation of tech X
targetstargets
•• Evaluation of tech X Evaluation of tech X
typestypes
Expert
questionnaire
• Evaluation of tech X
targets
• Evaluation of tech X
types
ExpertExpert
questionnairequestionnaire
•• Evaluation of tech X Evaluation of tech X
targetstargets
•• Evaluation of tech X Evaluation of tech X
typestypes
Tech X
landscape
TechTech X X
landscapelandscape
Tech X
mindmaps
TechTech X X
mindmapsmindmaps
Back-office
iteration
BackBack--officeoffice
iterationiteration
Second workshop
• Iteration of tech X
targets
• Evaluation of key tech
X concepts and tech X
types
• Synthesis
SecondSecond workshopworkshop
•• Iteration of tech X Iteration of tech X
targetstargets
•• Evaluation of key tech Evaluation of key tech
X concepts and tech X X concepts and tech X
typestypes
•• SynthesisSynthesis
Back-office
iteration
BackBack--officeoffice
iterationiteration
Back-office
iteration
BackBack--officeoffice
iterationiterationKey tech X types
and concepts
Key Key techtech X X typestypes
and and conceptsconcepts FINAL REPORTFINAL REPORTFINAL REPORT
= active working phase
= process output
Collection of
background
material
• reports, studies,
articles
CollectionCollection of of
backgroundbackground
materialmaterial
•• reportsreports, , studiesstudies, ,
articlesarticles
First workshop
• Evaluation of tech X
targets
• Evaluation of tech X
types
FirstFirst workshopworkshop
•• Evaluation of tech X Evaluation of tech X
targetstargets
•• Evaluation of tech X Evaluation of tech X
typestypes
Expert
questionnaire
• Evaluation of tech X
targets
• Evaluation of tech X
types
ExpertExpert
questionnairequestionnaire
•• Evaluation of tech X Evaluation of tech X
targetstargets
•• Evaluation of tech X Evaluation of tech X
typestypes
Tech X
landscape
TechTech X X
landscapelandscape
Tech X
mindmaps
TechTech X X
mindmapsmindmaps
Back-office
iteration
BackBack--officeoffice
iterationiteration
Second workshop
• Iteration of tech X
targets
• Evaluation of key tech
X concepts and tech X
types
• Synthesis
SecondSecond workshopworkshop
•• Iteration of tech X Iteration of tech X
targetstargets
•• Evaluation of key tech Evaluation of key tech
X concepts and tech X X concepts and tech X
typestypes
•• SynthesisSynthesis
Back-office
iteration
BackBack--officeoffice
iterationiteration
Back-office
iteration
BackBack--officeoffice
iterationiterationKey tech X types
and concepts
Key Key techtech X X typestypes
and and conceptsconcepts FINAL REPORTFINAL REPORTFINAL REPORT
= active working phase
= process output
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
34
Example of roadmapping process I
VTT Roadmap for ICT based
Opportunities in the Development of
the Built Environment
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
35
Roadmapping process
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
36
Example of roadmapping process II
VTT Building Services Roadmap
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
37
Building services roadmap
Meta-roadmap
Thematic roadmap 1:
Building services systems
and equipment
Thematic roadmap 2:
ICT and software
Thematic roadmap 3:
Interfaces from building
services to buildings and
their infrastructure
Thematic roadmap 4:
Business models and
service concepts
Networked building
services
Building services life-cycle
design process
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
38
Networked building services
Markets
State-of-the-art Short-term (1–5 years) Long-term (5–15 years)
ME
TA
RO
AD
MA
PIN
VIS
IO
Tech-
nologies
Products
and
solutions
Drivers
TH
EM
AT
IC V
ISIO
N: N
ET
WO
RK
ED
BU
ILD
ING
SE
RV
ICE
S
Repairs: technical
solutions for non-
disruptive installation
Sensors connecting building
functions
Need to collect real-time data from buildings and products
Need for inter-equipment communication
Sensor networks,
power-supply-free
Sensor solutions:
e.g. RFID, pressure
detector
Integrated
systems
Markets for "insecurity"
Location services
Customizated /
multi-sensory user
interfaces
Collecting room
information
Standardization of
ICT
Smart
home /
building
machine
Self-controlling
systems
Remote reading
and monitoring,
two-way
communication
Getting the correct data – RFID, sensors,
event logs
Interactive user
interface
Adapting building system (controlled by
usage)
Sensors e.g.
for measuring
temperature
and humidity
Motion detectors
Built-in sensors
in structures
RFID
Sensor networks
Several automation system deliveries and
automation bus standards
Fragmented markets; not advanced
business models
Building operating
system
Demand for quality indoor conditions
Model-based
life-cycle desing
and
visualization
Plug-and-play-
equipment
User-specific personification
Emphasizing of individual requirements
Building services solutions for different
bus standards
Utilisation of self-made "de facto"-
standard solutions
Tailored single ICT-solutions
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
39
Business models and service concepts T
HE
MA
TIC
VIS
ION
: BU
SIN
ES
S M
OD
EL
S A
ND
SE
RV
ICE
CO
NC
EP
TS
Products
and
solutions
Markets
State-of-the-art Short-term (1–5 years) Long-term (5–15 years)
Drivers
Customer-oriented condition services
(selling of "indoor air" etc.)
Product model based operation and
maintenance Services for
recreational dwelling
Increasing demand of indoor condition management and reliability
Energy monitoring services
Safety services
Sales support systems (visualization, after
sales etc.)
Services for occupants (flexible renovation
services etc.)
Integrated
services
Building life-cycle
services
Collecting history data of buildings
Price competition
Management of product interfaces
Different doers
Networking,
partnerships
New doer: "service and desing integrator"
connecting a customer and a supplier
Open source -model
ICT: development of user interfaces
Labour shortage Increased interest
for education
Service markets increase in East Europe and
in Asia - networking need
"Virtual companies" owned by suppliers
Connecting building services and health
Comfirmation of compatibility (construction
+ building services)
Global markets for
niche systems and
services
Individual, solvent and demanding customer. Purchase services
Renovation and maintenance services.
New tailored service concepts
Small-scale moderate-priced expert services
New possibilities of ICT
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
40
Example III
Nordic ICT Foresight
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
41
Partners in the project
VTT Technical Research
Centre of Finland (Finland)
DTI
Danish Technological Institute (Denmark)
FOI,
Swedish Defence Research Agency (Sweden)
SINTEF Foundation for Scientific and
Industrial Research at the Norwegian Institute of Technology (Norway)
Core partners
Cooperation partners
Norway
Abelia
LO (Landsorganisasjonen)
The Research Council of Norway
SIVA - The Industrial Development Corporation of Norway
Oslo Innovation Center
Denmark
Confederation of Danish Industries
The Danish Society of Engineers (IDA)
Finland
Nokia Corporation
Sitra
Stakes
TEK, Finnish Association of Graduate Engineers
Technology Industries of Finland
TEKES - Finnish Funding Agency for Technology and Innovation
Workplace development programme, Ministry of Labour
Sweden
Ericsson Microwave Systems
Vinnova (Swedish Innovation System Agency)
Göteborg Pediatric Growth Research Center at Göteborg University
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
42
WP1
Preliminary studies
WP3
SWOT analysis
WP9
Reporting
WP10
Nordic conference
WP
2
Web-s
ite
& in
form
ation
Selection of focus
areas and applications
WP7
Action seminar
WP6
Roadmap seminar
National seminars
WP
11
Eva
lua
tio
n
WP4
Scenario
and vision
workshop
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
43
Four thematic roadmaps were created in
different scenario settings
User acceptance
Business paradigm
”Harmony”
”Conflict”
Open
source
Scenario 1:
ICT for Security’s Sake
Scenario 2:
Nordic Mystique
Scenario 4:
Big Business Lock-In
Scenario 3:
Elite Users’ Paradise
EU
Chin
a
US EU
China
US
EU
Chin
a
US EU
China
US
Lock-in
(Information)
Security
Experience
economy Production
economy
Health
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
44
Workshop process
Day 1 Day 2
Brainstorming:
elaborating the
sociotechnical
visions for the
roadmaps, four
thematic groups
Groupwork I
– four thematic
groups
Plenary
session I
Elaborating
the visions
Priority
setting
Identifying
critical
factors
Groupwork II Groupwork III Plenary
session II
Back-
office
Plenary
session III
Presenting
the detailed
roadmaps:
elaboration,
iteration
Linking the
visions and
factors
Drafting
links
between
roadmap
levels
Drafting the
roadmaps
Discussion
Draft
roadmaps Deepening
the links
Elaborating
Finishing the
roadmaps
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
45
1. Identification of target applications
Technical
applications
Societal
drivers
Market
drivers
Threat 1 Threat 2 Threat 3 Potential
substitute
Target 1
Target 2
Target 3
Target n
Key question:
Future ICT applications that would enhance Nordic productivity,
create jobs and well-being.
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
46
2. Prioritization of target applications
Societal
drivers
Market
drivers
Other
drivers
Threat 1 Threat 2 Threat 3 Potential
substitute
Target 1
Target 2
Target 3
Target n
1) Prioritazing targets
2) Choosing the most important targets in different areas
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
47
3. Drafting the links between roadmap fields
Target /
vision
Science
and
education
level
Technology
level
Business
and
industry
level
Market
level
Government
level
Target /
vision
Science
and
education
level
Technology
level
Business
and
industry
level
Market
level
Government
level
= factor important only in this particular target
= factor important in both targets
1) Identification of the most important factors in the target fields
2) Estimation of their importance
3) Characterizing and explicating the links between the factors
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
48
Roadmap template for Nordic ICT Foresight
2006 2007 2013 2008 2011 2012 2015 2014 2010 2009
Science and
education level
Technology level
Business and
industry level
Market
level
Government
level
Target 3
Target 2
Target 4
Target 5
Target 1
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
49
Roadmapping in progress
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
50
Documentation
New
products in
existing
market
channels,
like
pharmacies
Seed money for
starting new
business
Broad range of sensor,
communication &
database technologies
How healthcare can
be changed /
reduced
INTELLIGENT
SYSTEMS
AND
PRODUCTS
SUPPORTING
SELFCARE,
DIAGNOSIS
AND
MONITORING
Science and
education
Technology
Business
and industry
Market
Govern-
ment
Self-diagnosis & preventive
healthcare in early education
Focus on the positive effects
on the individual well-being
Focus on the technology as a tool
for better care in the education of
professionals
Counselling decision
support systems
Service automation
Verification for alarm
status (avoidance of
false alarms)
Scientific
documentation
of results &
impacts
Combination of psych. &
pedagogic e-learning
research & education
Combinations of
technologies and social
innovations
Replacing or supporting
human care with ICT?
"Nordic platform" for testing
new applications
Alarm systems
(type "I need help
now") exist
already
Focus on
demographic
driven products
(demand from
home care) Insurance
companies
support
Stimulate pilot
products and
system by
research and
development
Support for
cost-effective
self-care
systems (driver)
Standard setting on
different levels
Regulation for
ensuring privacy
(secure &
confidential
information)
Culture
dependent
products:
Nordic
platforms
and other
market
variants
Government and
insurance market
Better contextual
understanding –
empowerment of
citizens
Private user
market
User-friendly interfaces Technologies that use all senses
Demanding
market for
self
diagnosis /
sefl-care
"Nordic health support" -
established as a reference for
individual care and support
Professional
doctors might not
want laymen to
decide on health
issues
Scientific standards might
block initial entrance of
new products
Regulations for
selling / exporting
diagnostic
products etc.
Research funding
for small business
development
Defining the border
between professional
medical care and
self-care
Short term:
1–5 years
Long term: over
10 years
Medium term:
5–10 years
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
51
Conclusions
What to remember
• Roadmapping process can be performed in multiple ways
• Process should be defined by considering the aims and the scope of
the problem and the available resources to tackle the problem
• There is no single right way to make roadmaps
• Roadmapping process advances through steps
• E.g. drivers, markets, solutions, actors and enabling technologies
• Workshops
• Process phases
• Roadmapping is a collaborative learning process
• Different people in organizations
• Representatives of different stakeholders
• Creation of a common perspective of the future
• Commitment and action planning according to that common
perspective
VTT TECHNICAL RESEARCH CENTRE OF FINLAND
52
VTT creates business from technology