tech innovation s7_trm

ATOA Scientific Technologies Engineering Simulation For Innovation

Technology and Innovation Management: S7 Technology Roadmap Raj C Thiagarajan, PhD

To

SIBM SIII MBA Students

ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management

Technology Roadmap

2

• What ?

• History

• Principles

• Process

• Concepts

• Types

• Samples

• Case

• Managerial Implications


Strategy, Innovation,

Technology Operations

Overview

3

• Technology management

– Integrates strategy, innovation, Operations, product, process.

– Knowledge transfer for Push pull management.

• Technology road mapping represents a powerful technique for supporting technology management and planning in the firm.

Commercial perspective

Technological perspective Te

chn

olo

gy P

ush

Market P

ull

Environment

Firm


Definition

4

• Technology road mapping is an effective technology planning tool to help identify product needs, map them into technology alternatives, and develop project plans to ensure that the required technologies will be available when needed.

– Industry definition

• A road map 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 the change in that filed

– definition by an advocate

• Bridges the Business and Technology environment


Roadmap Simplified

5

Current STATUS Where are We now?

FUTURE VISION

Where you

want to Go?

How to get There? Technology Roadmap is a powerful tool to get there


Roadmapping

approach

supports

integrated

strategic

planning

1970 1980 1990 2000 2010

Strategic

planning

Take up in

electronics

sector,

defence

and

aerospace

Semiconductor

Technology Roadmap

Take up in

other sectors

- companies

- consortia

- government

Motorola develops

technology

roadmapping

approach

Co-evolution

Forecasting

Policy Foresight

Futures & Scenario planning Science fiction

Evolution of technology road mapping

Source: Phaal et.al, Technology road mapping: linking technology resources to business objectives, Robert Cambridge.


Roadmap Benefits

• Facilitate the integration of new technology into the business

• Support for company strategy and planning processes

• Identify new business opportunities for exploiting technology

• Provide top level information on the technological direction of the business

• Support communication and co-operation within the business

• Identify gaps in market and technical knowledge

• Support sourcing decisions, resource allocation, risk management and exploitation

• High-level integrated planning and control - a common reference / framework


Types and level

8

• International Technology Roadmaps

• National Technology Road maps

• Industrial Technology Road maps

• Product, Process, Innovation, and Technology roadmaps


Anatomy of a Roadmap

9

Time

Market M 1 M 2

Product P 1 P 2 P 3

P 4

Technology T 1

T 3 T 4

T 2

R&D

programmes

RD 1 RD 2 RD 4 RD 6

RD 3 RD 5

Resources

Capital investment / finance

Staff / skills

Supply chain



Concurrent

10


Subcarrier function

1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 Year

Tuning Push button Push button - Synthesizers Touch pad - Synthesizers Voice actuated

Selectivity Ceramic resonators SAWs Digital signal processors

Stereo Paging Data Maps

IC technology Linear 5u CMOS 3u CMOS 1u CMOS

Display LEDs Liquid crystal Fluorescence

Vehicular LAN Single wire Glass fibre

Digital modulation 500 kHz bandwidth

PRODUCTS

RECEIVER 1 RECEIVER 2 RECEIVER 3 NEXT GENERATION FUTURE GENERATION

Stereo Plus: Scan Seek

Plus: Personal paging

Plus:

Stock market Road information Remote amplifiers Remote controls

A NEW SERVICE

Super Hi Fi

Local maps

Source: Willyard & McClees, 1987

Motorola Roadmap Matrix • summary of product plans and technology forecast


Where you can use ?

12

• Product Planning

• Service / capability planning

• Strategic planning

• Long-range planning

• Knowledge asset planning

• Program planning

• Process planning

• Integration planning


Product Planning

13

• Most common type of technology roadmap, relating to the insertion of technology into manufactured products, often including more than one generation of product.

• Example: A Philips roadmap, where the approach has been widely adopted (Groenveld, 1997). The example shows how roadmaps are used to link planned technology and product



Strategic Planning

14

• Includes a strategic dimension, in terms of supporting the evaluation of different opportunities or threats, typically at the business level.

• Focuses on the development of a vision of the future business, in terms of markets, business, products, technologies, skills, culture, etc.

• Gaps are identified, by comparing the future vision with the current position, and strategic options explored to bridge the gaps.



Knowledge Asset Planning

15

• Aligning knowledge assets and knowledge management initiatives with business objectives.

• This form of roadmap has been developed by the Artificial Intelligence Applications Unit at the University of Edinburgh

• (Macintosh et al., 1998), enabling organizations to visualise their critical knowledge assets, and the linkages to the skills, technologies and competences required to meet future market demands.


Process Asset Planning

16

• Supports the management of knowledge, focusing on a particular process area (for example, NPI, TQM)

• Focusing on the knowledge flows that are needed to facilitate effective new product development and introduction, incorporating both technical and commercial perspectives.


Integration Planning

17

• Integration and/or evolution of technology, in terms of how different technologies combine within products and systems, or to form new technologies (often without showing the time dimension explicitly).

• A NASA roadmap, focusing on ‘technology flow’, showing how technology feeds into test and demonstration systems, to support scientific missions.


Time

Un

cert

ain

ty /

risk

of

pre

dic

tio

n /

inve

stm

ent

Short term Medium term Long term

Operations Innovation Strategy

qualitative focus quantitative focus

What to manufacture?

How many of each model?

What materials to order?

Which products?

Which markets?

What cost?

Which technologies?

New (?):

- Markets

- Products

- Technologies

- Capabilities

- Organisational structures

- Distribution channels

- Competition

Time is a key dimension…



www.modilis.com/roadmap.htm

Display technology

ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management 20

• Technology

• Product


Vision 2050 Roadmap

21

• Source:

• Vision 2050, The new agenda for business, Project report of the World Business Council for Sustainable Development (WBCSD),


PLC

22

Source: Karnchana Choomon and Nopporn Leeprechanon, A literature review on technology road-mapping: A case of power-line communication, African Journal of Business Management Vol. 5(14), pp. 5477-5488, 18 July, 2011


Building a Technology Roadmap

• STEP 1: What do you do Now?

• STEP 2: How do you do it?

• STEP 3: Where are you today?

• STEP 4: Where do you want to be?

• STEP 5: How are you going to get there?


Market

Business

Product

Service

System

Technology

Resources

Innovation

System

Structure

(taxonomy)

Scaleable

(hierarchy)

Portfolio

Scenario

STEEPI (Social, Technological,

Economic, Environmental,

Political, Infrastructural

Trends & Drivers)

Linking

grids

SWOT (Strengths,

Weaknesses,

Opportunities,

Threats)

Market

Drivers

Valuation /

Balanced scorecard

Foresight

Technology Intelligence

t

Roadmapping Tools



0

5

10

15

20

25

30

35

40

45

50

Starting up

the TRM

process

Developing a

robust TRM

process

Roll-out of

the TRM

process

Keeping the

TRM process

'alive' on an

ongoing

basis

Other

Re

sp

on

se

(%

)

Source: CTM survey, 1999

Roadmapping challenges


time

Business /

Market

Product /

Service /

Production

Technology /

Resources P

rod

uct

fea

ture

s

Business / Market drivers

Product features

Tech

no

log

y so

luti

on

s

Technology

Roadmap

Analysis

Grids

Structure and prioritisation



TimeNow + 2 y + 5 y + 10 y

Dri

vers M

ark

et

(ex

tern

al)

Bu

sin

es

s

(In

tern

al)

Pro

du

ct

Tech

no

log

yR

eso

urc

es /

Oth

er

Roadmap framework supports

management of strategic innovation

Fundamental

questions

When?

Why?

What?

How?

Push

Pull

Information

type

Drivers

Strategy

Needs

Form

Function

Performance

Solutions

Capabilities

Resources

Vision Current Route forward Perspective

Technology

Infrastructure

Resources

Combine multiple perspectives

Product

Service

System

Market

Commercial

Business



0 10 20 30 40 50 60 70 80

Clear business need

Desire to develop effective business processes

Company culture & politics supported

participation / progress

Right people / functions were involved

Commitment from senior management

Required data / information / knowledge available

Timing of initiative was appropriate

Clear and effective process for developing TRM

Effective tools / techniques / methods

Effective facilitation / training

Other

Response (%)

Source: CTM survey, 1999

Success factors


Barrier to success

29


T-Plan

30



Elements

31

Where we are now GAP Where we want to be in futur

Business /

Market

Manufacturer

Contract Developer

No Growth

“No” IP pipeline

Market and Application Knowledge

Understanding risk

Track Record In R&D

Sufficient resources to accommodate any failures

Innovating/own IP

Exploiter/Deliverer

Fast growth

Good Manufacturer

Capability /

Products

Devices

Market area 1, 2

Manufactureand assembly

Regulatory

IP generation

Experience in Regulation & Application

No product pipeline

Resourcing for R&D

Advanced products

New products

Technology

(Critical)

Device know-how

Eng. Sci & Dev Eng.

Manufacturing know how

Science Gap, No Pipeline

Critical Tech elements

Lack of market understanding

Key technology area 1

Phyiscsm Chemistry,Science

Engineering & Manufacturing

Organisation Two companies

At least two cultures

Hierarchical/rigid

Ops dominated

IP generation exploitation skills

Risk taking/empowerment

Entrepreneurship

Institutionalised geographic separation

Three cultures - Ops/PM/R&D

One company (coherent)

High reward - high performance

networked and knowledge-based


Factors to bridge the gap

Market Identify future of market sectors A & B and key application

Establish contacts with key consumer groups

Establish contacts with key stakeholder groups 1, 2 & 3

Business Survey customers for their requirements

Communicate strategy (shareholders)

Product Resource planning

IT strategy

Technology Agree and communicate strategy

Identify resource requirements and start recruitment and training

Focussed review of informatics & formulation resource needs (people/facilities)

Communicate market knowledge

Review project portfolio - focus on critical few (matching market / stop doing some things)

Generate key technology strategy and timeline

Develop knowledge management tools

Organisation Establish R&D organisation

Clarify roles and relationships S&T/R&D/Advanced Services/Man Tech

Develop organisation objectives / vision metrics

Succession management

Develop and implement skills

Design, train and implement culture change


Implementation Process

33

Phase I. Preliminary activity

Define the scope and boundaries for the technology roadmap. Satisfy essential conditions.

Phase II. Development of the Technology Roadmap

1. Identify the “product” that will be the focus of the roadmap.

2. Identify the critical system requirements and their targets.

3. Specify the major technology areas.

4. Specify the technology drivers and their targets.

5. Identify technology alternatives and their time lines.

6. Recommend the technology alternatives that should be pursued.

7. Create the technology roadmap report.

Phase III. Follow-up activity

1. Critique and validate the roadmap.

2. Develop an implementation plan.

3. Review and update.


Process Flow

34

• Top management

• Senior management

• Mid management

• Individual contributors


Summary

Benefits of road mapping:

• A focus for integrated strategic planning

• Can be applied in a wide range of contexts

• Supports communication and network development

Challenges of road mapping:

• Only a tool

• Maintaining the dynamics process

• The process and roadmap typically need to be customised

tech innovation s7_trm

Business

iii semester

linking technology

technology

road mapping

technology

business objectives

robert cambridge

ctm survey