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2 - D A Y  W O R K S H O P
 Product & Technology Roadmapping Fundamentals
Developing a blueprint for Organizational Buy-In & Long-Term Impact

 Dates & Location:
 May 13-14, 2008 / Chicago, IL

Agenda & Course Outline

Day One
7:00 – 8:00 Registration & Continental Breakfast
8:00 – 8:15 Introductions/Review of Day One Agenda
8:15 – 9:00 Session I:
What is the Roadmapping Process and How is it Used?

  • Overview of the full roadmapping process: assessing opportunities and challenges, developing maps, linking them, maintaining them over time, and creating strategic discussion around them.

  • Roadmapping Formats: case examples of how individual companies are using them

  • Subsequent sessions will focus on each of the critical stages, guiding participant learning through detailed questions and templates.
9:00 – 10:15 Session II:
Where is Your Company on the Roadmapping Maturity Model?

  • Understanding how roadmapping matures to develop your roadmapping plan -roadmapping can be a stand alone activity in a single department or it can bridge many units in a company or even link with its supply chain.

  • Review of the various aspects of each stage of the roadmapping maturity model in terms of the organization’s practice and its readiness to go to the next level.

  • EXERCISE: Individual participants will identify which stage his/her company currently occupies. Participants will consider their company’s goals (or their individual goals) for roadmapping, and will discuss how these goals help begin to frame the roadmapping activity.
10:15-10:30 Refreshment Break
10:30 – 12:00 Session III:
 What Does it Take to Build a Roadmap and How Should Your Company Get Started?

  • Assessing your company, its goals, and motivations for roadmapping

  • Determining the dominant roadmap for your company - The term “roadmap” is misleading since most companies develop a series of roadmaps to support their efforts. But generally one type of roadmap drives the others and this depends on the type of company you are (product, services) and the position of your company relative to others (OEM, distributor, supplier).

  • EXERCISE: Participants will use a template to assess their company’s goals, their own (or their group’s) motivation for roadmapping, and their position within the supply chain. From this, participants will identify the dominant roadmap for their organization or group

  • EXERCISE:  With the dominant roadmap identified, participants will discuss what other related roadmaps might be germane for their company and will then lay out their high level roadmapping framework via a template provided during the session. We’ll return to these high level frameworks on Day 2.
12:00-1:00 Lunch
1:00-4:30 Session IV:
Case Study of the Roadmapping Process

The roadmapping process is often initiated with a call to action (a competitive threat, emerging market opportunity or technology challenge) where companies determine that their current position needs to change.

This session will involve hands-on practice on how to:

  • Map the lay of the land and determine a set of long term goals

  • Articulate the gaps between where your company wants to go and where it is now

  • Map the gap to identify changes to help in transitioning

  • Select a path of specific activities and ensure that key activities support the goals (using the GOTChA method)

  • Develop a plan to monitor key elements on the roadmap using scenarios, key drivers and tipping point logic

For each phase in this session, Dr. Petrick will give a brief introduction to the challenges and objectives of the phase and participants will work in small groups to practice the techniques and share emerging results and maps.
4:30-5:00 Day One Wrap-Up and Q&A
5:00-6:00 Networking Reception

Day Two
7:00 – 8:00 Continental Breakfast
8:00 – 9:30 Session V:
Is the Initial Roadmapping Framework & Dominant Roadmap the Right One?

  • The keys to a successful roadmapping effort: the framework and information content. The framework begins with the dominant roadmap and considers other critical and potentially related themes, and should reflect the key players (organizational units) in the organization.

  • EXERCISE: Returning to the high level framework created in Day 1, in facilitated round table discussions, participants will determine if changes to this initial framework are warranted. Participants will also work through a questionnaire and template to help them think about what to start first and how to progress.

    •
9:30-9:45 Refreshment Break
9:45 – 12:00 Session VI:
Roll Up Your Sleeves and Get Started

Different roadmap types often begin and are driven by the same types of questions. They are also expanded by a similar set of questions; thus, making it essential to know your starting point and end goals. Participants will discuss common themes, given dominant roadmap preferences, and initiate individual roadmap efforts.

EXERCISE: Participants will be regrouped to insure that similar dominant roadmap efforts are underway at each table. Participants will use questionnaires and templates to help them establish long term goals for their roadmap, identify the gaps between the long term and today, and develop a series of integrated activities, across multiple places in the organization. Participants will end the morning with -

  • Preliminary dominant roadmaps – laying the groundwork for future information gathering

  • A set of questions and data needs – necessary to further flush out the roadmap

  • A set of key actors (beyond their group) – individuals that will need to be involved given the topics on the roadmap

  • A set of triggers – useful in tracking the roadmap’s viability over time
12:00-1:00 Lunch
1:00-2:30 Session VII:
 Assess Organizational Barriers and Develop Implementation Plans

To yield value, a roadmap(s) must be used across organizational functions and at multiple levels. Learn how to identify champions, agnostics, and detractors in your company and develop implementation plans that can serve to increase buy-in.
2:30-2:45 Refreshment Break
2:45-3:45 Session VIII:
Gauging Success

  • Review of some of the metrics and measures currently being used by over 150 executives and managers who are actively engaged in roadmapping efforts.

  • Participants will engage in a facilitated discussion of the viability of these metrics for their individual companies.
3:45-4:00 Q&A
4:00 Workshop Concludes

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pdficon.gif (912 bytes) Roadmapping.pdf

Course Info

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