Technology roadmapping: a case study Best Practice Workshop: Technology Roadmapping Brno, 5 February 2013 Dr Robert Phaal (Centre for Technology Management)

1. Best Practice Workshop:
Technology Roadmapping
Brno, 5 February 2013
Technology roadmapping:
a case study
Dr Robert Phaal
Centre for Technology Management
Domino Printing Sciences
(Dr Rick Mitchell, Technical Director of Domino)

2. 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

3. Domino organisation
Holding Company
Business
Units
Corporate
Functions
Sales
Channels
Manufacturing
Operations
Domino Business Units
• Product Identification
• Commercial Printing
• Laser Coding and Marking
• Outer Case Coding

4. The need for a strategy process
• 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 Innovation Trap
• 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

5. Why roadmapping?
• 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
Roadmapping in Domino
Need for better productTechnology planning
“Seek Advice”
Seminar by Rob Phaal, David
Probert and Clare Farrukh
Product Identification
Laser
Outer Case Coding
C.P.
Draft Road Map
PI Start-
Road Map 1
Wait until ready
Wait until ready
up
Market Research
Road Map 2
Road Map 1
Road Map 1
Road Map 1
Revision
Road Map 2
Road Map 2
Road Map 2
Road Map 3
process

6. Roadmap input development
Rank cells
for impact
Product Feature
Concepts
Product Feature
Concepts
Market / Business
Drivers
Technology
capabilities
Rank cells
for impact
Technology Roadmap
Prioritisation (P):
7
3
0
2
6
5
1
8
10
8
9
5
(out of 10)
Company
Market
D. Business Driver 4
C. Business Driver 3
10.
B. Business Driver 2
A. Business Driver 1
8. Market Driver 8
7. Market Driver 7
6. Market Driver 6
5. Market Driver 5
4. Market Driver 4
3. Market Driver 3
2. Market Driver 2
Product
Feature
Concepts
1. Market Driver 1
Score =
Market /
Business
Drivers
ticks x P
=1 =2
=3 X=-1
(N) = normalised
Score
Market Company
1
(N)
0
25
(N)
4
2. Feature Area 2
16
4
39
6
3. Feature Area 3
15
4
35
5
1. Feature Area 1
?
4. Feature Area 4
?
X
20
5
37
6
5. Feature Area 5
?
?
40
10
18
3
6. Feature Area 6
?
16
4
31
5
7. Feature Area 7
32
8
36
6
8. Feature Area 8
8
2
9
1
35
9
27
4
20
5
65
10
23
6
33
5
9
2
27
4
36
9
59
9
X
9. Feature Area 9
X
X
10. Feature Area 10
11. Feature Area 11
12. Feature Area 12
13. Feature Area 13
X
X

7. Product Development
Year 1
Year 2
Year 3
Year 4
Year 5
Service 2
Service 1
Equip. 1
Service 3
Equipment 2
Product Fenix 3
3 gen. 2
Product 3 gen. 1
Equipment 3
Product 2 gen. 1
Product 2 gen. 3
Product 2 gen. 2
Component 2
Equipment 4
Eq. 5
Equip. 6
Component 1
Product 1 gen. 1
gen. 3
gen. 2
Product 1 gen. 2
Programme A
Product 1 gen. 3
2
1
gen. 4
3
Research Programmes
Prog. B
Key Prog. D
Prog. C
Prog. E
Key Prog. F
Prog. G
Prog. H
Prog. I
Key Prog. J
Core Prog. K
Core Prog. L
Core Prog. M
Year 2
Product Development
Year 1
Year 3
Year 5
Equipment 1 & Services
Equipment 3
Product 2 gen. 1
Product 2 gen. 2
Product 2 gen. 3
Eq. 5
gen. 2
Comp. 1
Product 1 gen. 1
gen. 2
Programme A
gen. 3
2
1
Product 1 gen. 4
3
Prog. B
Research Programmes
Year 4
Prog. H
Prog. I
Prog. I
Core Prog. K
Core Prog. M
Core Prog. N
Special Proj. I
Special Proj. 2
gen. 5

8. Review the roadmap regularly
• 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….
Feature development with time
FEATURES
T1
T2
A
B
C
D
E
F
TIME

9. Kano model - features & satisfaction
Customer Satisfaction = Σ[ Satisf(Excite) + Satisf(Perf) + Satisf(Basic)]
Customer
satisfaction
Delight
Excitement needs
(Seldom expressed:
new to the world)
Performance needs
(Generally expressed.
e.g. miles per gallon)
Immediate
happiness
Poor
Not
unhappy
Degree of feature
implementation
Good
Basic needs (hygiene)
(Not always expressed.
e.g. safety, car will start,
food non-poisoned)
Disappointed
Source: Noritaki Kano
Year 3
Year 4
Year 5
Year 6
Year 7
BUSINESS
Services
Product Line 1
Product Line 2
Dev’t
Product Line 2, gen. 2
PRODUCTS
Product Line 3
Dev’t
Product Line 3, variant b
Dev’t
Product Line 4
Dev’t
Product Line 4, variant b
Dev. 1
Dev’t
Dev’t
Dev. 3
Dev. 2
Study 1
Prog. 1
Dev’t
Study A
Perf. x
Perf. y
Study B
Prog. 2
Prog. 5
Prog. 6
Prog. 7
PL 4, platform
Perf. z
OEM product
TECHNOLOGIES
Prog. 3
Prog. 4
PL 4, gen 2
Dev’t
Dev. 4
Performance w
PL 4, v d
Product Line 4, variant c
Prog. 8
Prog. 9
Prog. 10

10. Year 3
Year 4
Year 5
Benefit 1
Benefit 2
Benefit 3
Benefit 4
FEATURES
Benefit 5
Benefit 6
Benefit 7
PLServices b
4, var.
PL 4
Year 6
Year 7
Benefit 8
Benefit 9
Benefit 10
Benefit 11
PL 4, var. c
PL 4, gen. 2
Benefit 12
BUSINESS
PL 4, platform
Product Line 1
Feature 1
………………….
Feature 1
………………….
a
???
???
Product Line 2
…………………..
…………………..
………………...
b
Dev’t
Product Line 2, gen. 2
bb-………………….
…………………..
………………..
Product Line 3
???
…………………
b………………..
???
………………….
bPRODUCTS
………………...
Feature 3
Dev’t
………………….
Dev’t
Feature 4
Dev’t
c
…………………
c+++
………………..
c++++
………………...
d
c+
c++
Product Line 3, variant b
…………………..
………………..
Product Line 4
d+
d++
Product Line 4, variant b
d++
d++
Dev’t
…………………. 1 ………………...
Dev.
…………………..
Dev’t
………………..
Feature Dev. 2
5
………………….
Dev. 3 e+
………………….
Dev. 4
e++
……………….
Dev’t
e+++
………………..
Dev’t
PL 4, v d
……………….. 4, variant c
………………….
Product Line
Feature 6
………………….
e
………………..
Study 1
f
f+ Perf. x
Performance w
………………….
………………….
Prog. 1
Study A
Feature 7
g
Prog. 2
…………………. …………………..
Prog. 4
Feature 8
………………….
Feature 9
………………….
Feature 10
h
Prog. 6
Study B
g+
Prog. 3
………………….
h+
………………. Prog.………………….
7
i
i+
Prog. 9
………………….
………………….
j
J-
e+++PL 4, gen 2
………………...
PL 4, platform
f+
f+
f+
Perf. y
Perf. z OEM product
………………...
………………...
………………..
g++
g+++
………………..
Prog. 5
……………….
h++
h+++
h++++
Prog. 8
………………..
i+
………………..
J-Prog. 10
………………..
i++
………………...
J---
………………...
i+++
………………….
J+-
g++++
TECHNOLOGIES
………………...
Lessons learned #1
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.

11. Lessons learned #2
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
A moving target
• 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

12. 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

13. ‘Pencil’ Linkage Grid example
Commercial &
strategic
perspectives
Writing,
Aesthetics,
Status
Growth,
Capability
Why?
Customer &
Consumer
drivers, wants,
needs, benefits;
Business strategy,
targets
Design, development
& production
perspectives
Marking,
Ergonomics,
Decoration
Quality,
Delivery
Technology, research
and resource
perspectives
How?
Technology, Science &
Resource
solutions, capabilities,
disciplines,
infrastructure,
partners
Materials,
Processes,
Logistics
ICT,
Suppliers
What?
Product, Service
& System
form, functions,
features,
performance
‘Pencil’ Linkage Grid example – Option level
Commercial &
strategic
perspectives
Writing,
Aesthetics,
Status
Growth,
Capability
Why?
Customer &
Consumer
drivers, wants,
needs, benefits;
Business strategy,
targets
Design, development
& production
perspectives
Marking,
Ergonomics,
Decoration
Quality,
Delivery
What?
Product, Service
& System
form, functions,
features,
performance
Technology, research
and resource
perspectives
How?
Technology, Science &
Resource
solutions, capabilities,
disciplines,
infrastructure,
partners
Materials,
Processes,
Logistics
ICT,
Suppliers

14. ‘Pencil’ Linkage Grid example – Portfolio level
Commercial &
strategic
perspectives
Customers
Competitors
Business
Why?
Customer &
Consumer
drivers, wants,
needs, benefits;
Business strategy,
targets
Design, development
& production
perspectives
Pencil
Pen
Stylus
Services
Technology, research
and resource
perspectives
How?
Technology, Science &
Resource
solutions, capabilities,
disciplines,
infrastructure,
partners
Technology
platforms
Resources
What?
Product, Service
& System
form, functions,
features,
performance
‘Pencil’ Roadmap example – Option level
t
Writing
Aesthetics
Status
Growth
Capability
Marking
Ergonomics
Decoration
Quality
Delivery
Materials
Production
Logistics
ICT
Suppliers

15. ‘Pencil’ Roadmap example – Portfolio level
t
Customers
Competitors
Business
Pencil
Pen
Stylus
Services
Technology
platforms
Resources
‘Pencil’ Portfolio Matrix example – Portfolio level
Priority
&
Balance

16. ‘Pencil’ Portfolio Matrix example – Option level
Priority
&
Balance
Align , Link and Sync
Portfolio level
Option level

17. T-Plan process
1
S-Plan process
1a
2b
3
1b
2a

18. S-Plan vs T-Plan ‘fast-start’ workshop methods
Level
Portfolio
Landscape
1a
1c
Option
1b
Time
Topic
2
S-Plan
T-Plan
Thank you
Questions?