kalypso strategic roadmapping deck mar webinarv4

Strategic Roadmapping

Pamela SoinBrian SharpKalypso

Copyright Kalypso 2008 2

Agenda

• Kalypso introduction

• What value does Roadmapping bring to your organization?

• How do Best Performers utilize Roadmapping?

• Roadmapping Case Example

• The path forward – best practices to charge ahead

04/10/23 www.kalypso.com 3

The Kalypso Difference


Agenda






Copyright Kalypso 2008Apr 10, 2023 5

Roadmapping is the Link Between Strategy and the Project Portfolio

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Clear Vision Market Attack Plan

Which direction? Align corporate vision & business strategy

Portfolio Management

Investment Strategy

PipelineManagement

Time

Rev

enue

Reward

Ris

k

Market, Product, & Technology Integrated Roadmaps

Resource Balancing

BusinessStrategy

Product Development Excellence

Stage-Gate Execution

Prioritize investments to meet strategic goals

Balance resources according to priorities & investment strategy

Seamless project execution from concept to market

Strategic Roadmapping

Set product & technology plans to meet business strategy

Copyright Kalypso 2008

Roadmapping Components

1. Time horizon for strategic planning (3 years, 5 years, etc)2. Base dimensions – Information needed to solve the problem

over the specified time horizon– Markets– Product– Technology– Regulatory– Competitor

3. Milestones – Key dates or events– Product launch, retirement– Regulation effective date

4. Relationships – Dependencies between dimensions, and/or milestones

6


Roadmapping Translates Board Room Talk Into Pipeline Action

• Business Issue: Business leaders have set organic growth targets that today’s development pipeline cannot fulfill

• Challenge: Where do we play and when?

Roadmapping integrates the dimensions (market, products, technologies, etc)required for the business to develop a plan of action to meet today’s challenges…


2016 Retire

Full Launch

Development

$(2015 Stabilize)

Development

2012 2014 2016 20182010Critical Market 1

$(2011 Begins Decline, X% annual)

Critical Market 2

$(2011 Growing X %)

2012 Full LaunchProduct 1

Product 2Development 2014 Full Launch

2013 RetireProduct 3

Product 2

Technology 1

2010 Available Technology 2

Development 2014 Available

Technology 2

Integrated Roadmaps With Relationshipsare a Tool for Strategic Decision Making

• Will reallocating resources on Technology 1 increase the probability of releasing Product 1 before the value of the market drops?

• Can the release of Product 1 allow for an earlier retirement of Product 3?

• How can the release of Product 2 be moved ahead of schedule to capture growing Market 2?

• What products are planned to be used with Technology 2 since it impacts a strong, growing market?

Typical questions asked during market, product, & technology strategic Roadmapping:


Agenda







Best Performers: How Do They Use Roadmapping to Realize Returns?

• Link product and technology development– Are the right projects being worked on at the right time to

meet investor expectation?

• Communicate product line strategies/platform strategies – How do we plan new generations, retirements, upgrades,

releases & pricing shifts according to market trends?

• Translate consumer insights into development activities– Where are we not meeting customer requirements with our

offerings and what actions are required?Where do we play and when?


Best Performers: What They Understand About Roadmapping that the Rest Don’t

• Maps strategy into development activity

• Process must be championed by a strategic function and maintained to realize benefit

• Requires cross functional input across the organization

• Integrates directly into the organization’s strategic planning cycle & portfolio reviews

• Is not a formula that delivers an exact answer – thinking is a requirement!


Roadmapping Capabilities – an Evolution Rather than a Revolution

Stage 0: Informal

Role of Roadmapping as a strategic planning tool isn’t clear

No distinct linkage to the Project Portfolio

No clear definition of the issues roadmaps need to address

No formal, consistent approach to manage base roadmaps

No standardized data collection

.

Stage 1: Functional

Enabler

Roadmaps are created on a functional level for functional tactical planning

Roadmaps are paper or MS office based

Data collected but standard assumptions not used in all cases

Roadmaps live on hard drives or shared drives

No clear roles on roadmap maintenance and review exist

Stage 2:Strategic Enabler

A consistent, cross-functional approach is used to manage roadmaps to solve business issues & define strategy

Data standardized for reliable decision making

Timely reviews of integrated roadmaps exist in strategic planning cycles

Roadmaps are incorporated into portfolio planning

Stage 3:Leading Practice

The organization actively uses roadmaps to solve business issues & define strategy into pipeline activity

People, processes and a support technology are in place for quick roadmap generation to provide real-time data to make quick, informed decisions about the business

Str

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Perf

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Agenda






Newly Integrated Business Unit Requires Go-To-Market Strategy

14

Execution and Validation in MarketExecution and Validation in Market

• Value Maps• Head-to-Head Charts• Value Waterfalls• Competitor Analysis• Differentiated Value

Propositions

• Value Maps• Head-to-Head Charts• Value Waterfalls• Competitor Analysis• Differentiated Value

Propositions

• Partnerships or Acquisitions

• New Bundles

• New Service Options

• Alternative Routes to Market

• Novel Marketing & Sales Approaches

• Risks & Exposures

• Partnerships or Acquisitions

• New Bundles

• New Service Options

• Alternative Routes to Market

• Novel Marketing & Sales Approaches

• Risks & Exposures

• Business Unit Strategy

• Commercial Roadmap

• Tactical Plan• Prioritized Activities

• Business Unit Strategy

• Commercial Roadmap

• Tactical Plan• Prioritized Activities

Strategic Options

Strategic Options

CompetitiveAnalytics

CompetitiveAnalytics

Business Strategy Business Strategy

Commercial Roadmap Phase Determines How Business Will Meet Strategic Plan

1515

Competitive Analytics

Competitive Analytics

Commercial Roadmap

Commercial Roadmap

Tactical PlanTactical Plan

Strategic Options

Strategic Options

Objective Output

Comprehensive value assessment of current

and potential offers

Comprehensive value assessment of current

and potential offers

Competitive Assessment of Solution Portfolio

Competitive Assessment of Solution Portfolio

Development of mid-to-long range business unit

strategy

Development of mid-to-long range business unit

strategy

Identification of key milestones and the time-based linkages

between strategic imperatives, key initiatives and functional

teams

Identification of key milestones and the time-based linkages

between strategic imperatives, key initiatives and functional

teams

Identification and prioritization of current

activities

Identification and prioritization of current

activities

• Definition of Key Initiatives• Transition & Capacity

ManagementStop doingsStart doings

• Definition of Key Initiatives• Transition & Capacity

ManagementStop doingsStart doings

Identification of most attractive strategic

options

Identification of most attractive strategic

options

Tactical plan to exploit options Who When How

Tactical plan to exploit options Who When How

Business StrategyBusiness Strategy

Confirmation of strategic imperatives and key

initiatives

Confirmation of strategic imperatives and key

initiatives

A succinct articulation of the Business Unit Strategy to drive alignment and focus across the

new organization

A succinct articulation of the Business Unit Strategy to drive alignment and focus across the

new organization

The Business

Roadmap

Actionable 5-yr. Roadmap Documents How Business Unit Will Meet Strategic Plan

Windows Solution Strategic Roadmap

Current 2009 2010 2011 2012 2013 2014

PC

Par

tner

ship

&

Cap

abili

ties

Pul

trusi

onS

TP

Sea

lant

Trig

gers

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Mar

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IMTP

UR

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, Cod

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A

dvoc

acy

HurricaneIke

Insurance Companies requiring more stringent Building Requirements

DOE zero energy building initiative for Residential (to 2020)

1st Commercial Specifica-

tions

Residential Code

Changes?

Commercial Code

Changes?

Advocacy of BMS Solutions at Berkley National Labs

1st Commercial

Sale

Validate Value Prop

with formulator

Validate Value Prop& needs for

Storm Guards

Validate Value Prop

for Residential

Gain commitment from partner for scale up

Establish prototype solution

Advocacy of architects/insurers, requirements of blast or vandal window solution

Pull-through advocacy with architects, OEMs, insurers, govts.

1st Commercial Specifica-

tions

Blast & Vandalism risk continues to escalate

Margin 2

Margin 2

Validate Value Prop

for Commercial PC

Establish production of Blast/Vandalism window solution

Sellable window solution

Validate with

Deerfield

Validate pre-lamination process, lamination process and test to specification

Validate Value Prop Commercial

Window market

Go / No Go

Validate Value Prop

for Residential

Establish target buyers/partnersComplete trials and testing

Windows OEM establish pultursion capacity

Closing Sales

(commitment to buy)

1st Shipment

Go / No Go

Validate Value Prop for Commercial vs.

Aluminum

Determine path to market

1st sale

Determine path to market

1st sale

Prototype

1st shipment

1st commercial

sale

Pultruded Thermal Break Traco – can they achieve it?

ID design firm for Storm Guard market

ID Storm Guard channel-to-market(High-end and/or low-end)

EnergyStar

Requirement raised

Design BMS-Sheffield solution to match OEM requirement

Develop next generation STP sealant technology (6-9 months)

Viable Channel

Pull-through advocacy with architects, regulators, etc.

Gain shelf-space and sales at retail channel

Gaining approvals, recommendations, and private label contracts with Windows OEM (8 months)

Co-develop Window Solution with Commercial Window OEM

ATPU resin development for glazing

Launch next gen.

STP product line

Develop and Test Storm Guard solution

Validate lamination process and test to specification

Validate with

Sheffield

Determine interest and solution concept for RIM Encap in

commercial market

Establish target buyers (suspects vs. prospects)

Establish target buyers (suspects-to-prospects)

Determine path: Blast? Wind? Vandalism?

Define preferred solution(s) for Season Guards : commercial, residential, retrofit, etc.

Cultivate go-to-market partnership and plan with formulator(s)Develop a line of STP sealants (≈ 6 mths)

Go/No Go Tech

Feasbility

Establish partnership/develop end solution with Commercial OEM(s)

Define OEM

require-ment

Refine Value Prop & Target

Complete feasibility of technology with Residential Window OEM

Complete trials and testing at target companies

Identify path to full-scale production including capital investment

Establish RIM

option

Residential Window OEM: prepare launch of RIM window line

RIM window launch

Residential

Commercial

Launch STP sealant

line to Window OEM

Launch STP Sealant

to retail sector

Key technical and commercial milestonesRoute to 1st saleRoute to scale revenues and profits

An integrated roadmap with the following dimensions was developed…

Triggering events (e.g., Hurricane Ike)Market drivers & trends (e.g., pressure from insurance companies for storm protection)

Regulations & codesAdvocacy initiatives targeted on key influencers (e.g., commercial architects, government, etc.)

Market initiatives by 3rd parties (e.g., joint development and marketing activity with channel)

Strategic partnerships

Internal Capability Development Product Development


Key Insights Gleaned…

• The pre-existing 5 yr. sales outlook for the business was overstated by around a $100 million.

• A key integration point was identified linking the new business unit to a team working on fundamental research within the corporation

• Seven key milestones in 2009—most of the milestones are of a ‘go/no go’ variety and will dictate the future direction of the business unit

• Each key milestone was assigned to a team and team leader with direct linkage to performance and compensation plans

• Significant over-investment was identified in terms of one of the dimensions

• Opportunity for significant project consolidation in some functional areas

• Roadmap clarified the need to change the organizational structure of the sales and marketing team

17


Agenda






Steps to a Successful Roadmapping Implementation

Select a Portion of the Organization to Pilot the Roadmapping ProcessSelect a Portion of the Organization to Pilot the Roadmapping Process22

Determine the Base Roadmaps Required to Solve the Business IssueDetermine the Base Roadmaps Required to Solve the Business Issue33

Organize a Core Implementation Team with Executive SponsorshipOrganize a Core Implementation Team with Executive Sponsorship44

Determine a Solution to the Business Issue using Integrated RoadmapsDetermine a Solution to the Business Issue using Integrated Roadmaps55

Initiate Roll-out of Roadmapping to the Rest of the OrganizationInitiate Roll-out of Roadmapping to the Rest of the Organization66

Identify the Business IssueIdentify the Business Issue11

Choose an Automation Tool to Enable Roadmapping ActivitiesChoose an Automation Tool to Enable Roadmapping Activities88

Measure Roadmapping Process ComplianceMeasure Roadmapping Process Compliance99

Integrate Roadmapping into Strategic Planning Cycles & Portfolio ReviewsIntegrate Roadmapping into Strategic Planning Cycles & Portfolio Reviews77


Parting Messages

• Roadmapping is evidence to build a strategy, it is not the answer

• Link Milestones to individual performance, product development teams, and the business

• Clearly define the problem as much as you can before you endeavor on the pilot

• Team must be cross-department and championed by a strategic horizontal group

• Have roles & responsibilities vetted by the pilot process before roll out

• Enable with software only when fundamentals are instilled

20

Presenters & Further Information

www.kalypso.com

Brian SharpPractice Leader

Pamela’s main focus at Kalypso is in Strategic Planning and Product Lifecycle Management. Pamela has servedclients in the Medical-Device, Discrete, Hi-Tech and Consumer Package Goods industries. Her main expertise is in Project Portfolio Management Design & Implementation for tele-com, specialty chemical, bio-tech, and healthcare. Her other areas of expertise are in: Strategic Roadmapping, IP Commercialization, Product Lifecycle & Product Data Management, and Lean Manufacturing. Prior to joining Kalypso, Pamela worked for Ingersoll-Rand Company as a Lean Manufacturing Leader for manufacturing plants. Pamela has a BS in Industrial Engineering from North Carolina State University.

For more information on Roadmapping, Portfolio Management, PLM Strategy or any other Kalypso Service you may contact Pamela directly:

Mobile: [email protected]

Pamela SoinSenior Consultant

Brian leads Kalypso’s Profit Improvement Practice. His client work is focused on the integrationof business strategy with value science. Brian is currently leading several large scale strategy engagements at leading global technology companies.

Brian was with Lord Corporation, a high tech industrial manufacturer serving the Aerospace & Defense and Auto industries where he led their global automotive business. Prior to that, he held a variety of commercial leadership roles in Europe, Latin America and Asia with BP and Castrol.

He received a BS in Chemical Engineering with a concentration in Bio-medical Engineering, from the University of Texas at Austin.

For more information on Roadmapping, Value Management, or any other Kalypso Service you may contact Brian directly:

Mobile: [email protected]

kalypso strategic roadmapping deck mar webinarv4

Documents

launch product

link product

technology development

release of product

roadmapping case example

issues roadmaps

events product launch

dimensions market