F r a u n h o f e r I n s t i t u t e f o r I n d u s t r i a l E n g i n e e r i n g I AO
Sven Schimpf (ed.)
Roadmapping in Practice Ti m e t a b l e t o w a r d s s u c c e s s
Roadmapping in Practice T i m e ta b l e to wa rd s s u cc e s s
Understanding trends and potentials at an early stage and
In this publication contributions to the event have been edited
integrating them into corporate strategy can generate essential
and supplemented by visualizations that were produced du-
competitive advantages and be the basis for long-term
ring the event. Furthermore, the organizations that have coor-
corporate success. One of the challenges is the integration of
dinated or supported the event are presented. The presentati-
different business areas as well as the continuous coordination
on of contributions and organizations are supplemented by
of interfaces in corporate planning. Integrated planning is
selected impressions, as information exchange between parti-
often complicated by the use of various planning tools, consi-
cipants was the main focus of the event.
deration of different timeframes and last but not least differences in design mindset.
We hope you enjoy reading the articles and are looking forward to your feedback.
At the event ”Roadmapping in practice: timetable towards success” at the Center for Virtual Engineering ZVE on April 21, 2016, companies reported on the practical usage of roadmaps and the creation of roadmaps in company networks. In addition, latest research insights were presented e. g. insights from the Practical Study on Roadmapping conducted by the Fraun-
Prof. Dr.-Ing. Prof. e. h. Wilhelm Bauer
hofer IAO in collaboration with TIM Consulting.,
Director Fraunhofer Institute for Industrial Engineering IAO
Overview
Practical Study on Roadmapping..........................................................................................4
Speeches Challenges of Integrated Company Planning......................................................................4 Prof. Joachim Warschat
Evolution of Roadmapping for Application in Innovation, Strategy and Policy...............4 Dr. Rob Phaal
Technology forecasting for Technology Roadmaps.............................................................4 Dr. Ulrich Kaiser
Energy Storages 2030: Modular Roadmapping for Company and Research Planning...........................................4 Dr. Axel Thielmann
Technology Roadmapping at Trumpf...................................................................................4 Dr. Gerhard Hammann
Practical Study on Roadmapping..........................................................................................4 Dr. Sven Schimpf / Prof. Thomas Abele
Mapping Roads and Roadmapping......................................................................................4 Dr. Alexander Kröller
Organizations involved.........................................................................................................4 Moving Walls, Itonics GmbH, Sopheon GmbH
Impressions.............................................................................................................................4 Organizer ”Roadmapping in der Praxis, April 21, 2016”.....................................................4 Fraunhofer IAO, TIM Consulting, FOM
PRACTICAL STUDY ON ROADMAPPING PRACTICAL USE, CHALLENGES AND SUCCESS FACTORS OF ROADMAPS IN EVERY DAY BUSINESS IN GERMANY
Practical Study on Roadmapping
What is the content of roadmaps in companies ? Where are they being used and how are they integrated? Which source of information do companies access and by which methods are the roadmaps complemented? What challenges do the companies face and what is their recommendation for the practical use of roadmaps? In order to gain new awareness on these questions , the Fraunhofer IAO in cooperation withTIM Consulting have conducted an online survey from July to September 2015. 81 out of 156 responses were considered for evaluation – exclusively focusing on companies that were applying roadmaps at the time of the study.
Content and Application
For which applications, with what content and for what time frame are roadmaps being used in companies? Content
Applications
(n=79, multiple responses)
planning timeline (n=69)
(n=81, multiple responses) 77,8%
79,7%
> 10 years (2,5%)
strategic planning
products
66,7%
68,4%
5 - 10 years (32,1%)
technology planning
technologies
61,7%
57,0%
R&D planning
projects
55,6%
44,3%
< 5 years (50,6%)
product & services planning
strategic alternatives & goals
24,7%
38,0%
production planning
professional services
no indication (14,8%)
24,7%
35,4%
trend monitoring
trends
19,8%
35,4%
market observation
processes
6,2%
30,4%
other
components 27,8%
markets 24,1%
skills 5,1%
other
Practical Study on Roadmapping
Organisational Integration
Which divisions are responsible for consolidation and what processes are defined?
Responsible Areas
Defined Processes
(n=54, multiple responses)
(n=54, multiple responses) product management (65,8%) technology & innovation management (53,4%) management (53,4%) research & development (47,9%)
nies indicated content and application areas of roadmaps,
update (83,3%)
technology & advance development (37,0%)
communication (63,0%)
marketing (23,3%)
insert new buildings (59,3%)
sales (11,0%)
remove obsolete objects (40,7%)
other (9,6%)
other (3,7%)
Sources of Information and Methods
The event on April 21, 2016, represented the framework for conducting the Practical Study on Roadmapping. 81 compa-
corporate development & strategic planning (47,9%)
What sources of information are being used and by which methods are the roadmaps of the participating companies completed? Methods
Sources of Information
(n=60, multiple responses)
(n=69, multiple responses) 79,7%
market analyses
how these are embedded into the organization and with
78,3%
customers 46,4%
competitors 39,1%
which methods and tools they combine. These are the most important recommendations for roadmapping in companies:
research institutions & universities 39,1%
legislation 30,4%
technology radar (50,0%)
QFD/house of quality (20,0%)
portfolios (43,3%)
technology atlas/-map (13,3%)
creativity methods (41,7%)
maturity models (10,0%)
strategy maps (40,0%)
regression analysis (8,3%)
balanced scorecard (35,0%)
delphi studies (3,3%)
scenario analysis (33,3%)
other (10,0%)
applying users 23,3%
suppliers 20,3%
external roadmaps 18,8%
associations 14,5%
journals 11,6%
consulting companies
Consistency of roadmap
8,7%
media 11,6%
other
beyond planning and company level and along the value-
Challenges and Recommendations
added chain
What are the main future challenges for the use of roadmaps and which methods, structures and processes are being recommended?
Challenges
Mixed central-decentralized organizational form
1. Creating a holistic understanding across enterprise functions, departments and events.
with central coordination and decentralized thematic responsi-
2. Construction of systematic processes in order to establish roadmaps as a guideline for strategic planning.
bility
3. Availability of resources for construction, care and continuous updating of roadmaps.
Consistent procedure
Recommendations 1. Consistency of the roadmap across planning and business levels and along the value chain.
for the company-specific involvement of employees from
2. Mixed central decentralised organizational form with central coordination and decentralised thematic responsibility.
different areas For more information, see the following links
Infographic Practical Study on Roadmapping: http://s.fhg.de/kVL
T. Abele & S. Schimpf (2016) Practical Study on
-
3. Consistent approach for individual business integration of employees of different areas.
Participants
What position do the participants occupy in the company, from which sectors are the represented companies and what size do they have? Sectors
mechanical & plant engineering (28,4%)
other (11,1%)
consumer goods (2,5%)
supplier (17,3%)
ICT (4,9%)
process technology (1,2%)
automotive industry (11,1%)
services (2,5%)
no indication (21,0%)
Roadmapping Ebook: http://s.fhg.de/Y3p
S. Schimpf & T. Abele (2016) Praxisstudie Technologie- Roadmapping. In: Möhrle, M. & Isenmann, R. (2016)
Number of employees
Contact ≥ 2000 (40,7%) 500-1999 (17,3%) 250-499 (7,4%) 50-249 (8,6%) 10-49 (2,5%) < 10 (2,5%) no indication (21%)
Technologie-Roadmapping
Dr. Sven Schimpf Fraunhofer IAO sven.schimpf@iao.fraunhofer.de | +49 711 970-2457 Prof. Dr. Thomas Abele TIM Consulting thomas.abele@tim-consulting.eu | +49 172 8052879 Further information T.Abele & S.Schimpf (2016) Praxisstudie Roadmapping e-book: ISBN 978-3-00-052152-2 Broschüre: ISBN 978-3-00-052151-5
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Prof. Joachim Warschat Fraunhofer IAO UUniv.-Prof. Dr.-Ing. habil. Joachim Warschat studied engineering (manufacturing technology) at the University of Stuttgart. He is a professor for technology and innovation management at the distance learning university of Hagen and director of the Fraunhofer Institute of Industrial Engineering in Stuttgart. He is and was responsible for many applied research projects in the fields of innovation and technology management, IP-management, project and knowledge management.
Challenges of Integrated Company Planning In todayâ&#x20AC;&#x2122;s economy, companies are facing various challenges.
Service of Fraunhofer IAO
Globalization is increasing, even innovation and development
Services of Fraunhofer IAO include the support of companies
activities are no longer reserved to the traditional locations.
when developing and implementing roadmaps as planning inst-
Digitalization puts companies to the test, both regarding the
ruments. It is possible, both regarding technology and market
development of new solutions or business models and the
roadmaps, to fall back on an international network of experts
adaptation of internal processes. Technologies are enablers for
from research and industry for identifying trends and assessing
almost all possible application fields. In this context it is imporÂ
options for action. Moreover, Fraunhofer IAO supports the de-
tant to consider relevant options comprehensively, to identify
velopment and implementation of innovation, R&D and techno-
value-enhancing focus areas and to place solutions on markets
logy strategies as well as the specification of complementary
at the right time.
methods and the application of software solutions.
Roadmapping as integrated planning tool In brief, within companies, roadmaps steer toward the best possible solutions, just like their counterpart on the roads. Provided that all targets have been defined sufficiently, relevant planning levels can be depicted and aligned in their interaction. For optimizing long-term target achievement, this should include consideration of long-term developments of the company environment as well as the orientation of particular company objectives beyond current and future product generations. For detailed planning based on a roadmap, it is recommended to use complementary methods such as the scenario technique for longterm preparation of future pictures, technology or market radars for the early identification of relevant developments, and portfolios for the strategic evaluation of technological or market-specific options for action.
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Dr. Rob Phaal Institute for Manufacturing, University of Cambridge Rob Phaal joined the Centre for Technology Management at the University of Cambridge in 1997, where he conducts research in the area of strategic technology management. Particular interests include technology evaluation, the emergence of technology-based industry, the use of visual techniques for strategy, and the development of practical management tools. Rob has a mechanical engineering background, with a PhD in computational mechanics and industrial experience in technical consulting, contract research and software development. Strategic roadmapping has been a key area of ongoing interest, in terms of both research and practice.
Evolution of Roadmapping for Application in Innovation, Strategy and Policy Evolution roadmapping
strategy level, and is infrequently covered in business school
The technology roadmapping approach was originally devel
courses and textbooks. This is attributed to the fact that the
oped by Motorola more than 35 years ago to improve synchro
method is often closely associated with technology intensive
nisation of technology and product development, providing
innovation, considered a specialist subject, despite the approach
a structured visual depiction of strategy. In the 1990s, compa-
being generic.
nies in Europe, notably Philips, developed the roadmapping approach further as a tool for strategic alignment, bringing
Research directions
together all functional perspectives necessary for successful
Roadmapping continues to be an area of research and develop-
innovation. Corporate applications were initially supported by
ment interest, due to the intrinsic nature of the tool, and also
specialist software and subsequently integrated into product
the constantly evolving industrial and business context to which
and portfolio management and enterprise systems.
it can be applied:
A key milestone in the evolution of roadmapping was the 1991
The systems-based architecture of roadmaps provides a
International Technology Roadmap for Semiconductors (ITRS),
flexible and scalable platform for integration and synchroni-
the first sector level application, which continues to act as a
sation, for strategy, business processes and management
coordinating standard to drive silicon forward as a technology.
toolkits.
In 2003, the United Nations published the Roadmap for Peace
The visual format of roadmaps enables communication,
in the Middle East which popularised the roadmap metaphor
in documents, presentations and workshop templates
more widely, albeit in text only format. Alternative roadmapping
compatible with agile and lean processes.
formats have emerged, such as process-oriented maps depict
Developments in computing power, display technology,
ing the path/s to and through college in the USA. An internet
mobile devices and applications are enabling new modes of
search will demonstrate the widespread use of the approach
interaction, empowered by software developments such as
at the sector level, covering almost every sphere of human
simulation, data mining and analytics.
endeavour. Such documents can be a very useful source of future-oriented intelligence; however, quality is variable.
Retrospective roadmapping provides a visual method for supporting organisational learning. It is a research ‘instrument’ for case studies, enabling the evolution of technology
Today, roadmapping is well established in high tech manufac-
ventures and ecosystems to be mapped and the develop-
turing sectors as a method for supporting product and process
ment of new and improved management frameworks and
innovation. However, despite demonstrable potential, the
strategy tools.
method is not widely applied at the business and corporate 8
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Dr. Ulrich Kaiser Endress + Hauser Dr. Ulrich Kaiser, 1955, a professional physicist in the field of measurement and equipment technology, is technology director of the group holding Endress + Hauser since 2003. There he is responsible, amongst other topics, for technology and innovation processes. Before that he worked as development manager in the sector of flow metering at Endress + Hauser Flowtech AG. Overall, Mr. Kaiser can look back on 25 years of experience in management of product development in different branches of measurement and equipment technology.
Technology forecasting for Technology Roadmaps Technology roadmaps, above all so-called integrative road-
technical terms, the latter is a wiki with access of all divisions
maps, are an important tool for planning our innovations. In
participating in the innovation process. Forecasting takes place
this display of roadmaps three levels â&#x20AC;&#x201C; the market level (called
in clearly defined search fields and responsibilities. These se-
market driver), the level of product-related functionalities and
arch fields comprise different products but also production
the level of technologies â&#x20AC;&#x201C; are depicted on a time axis and re-
process technologies. During search and technology documen-
lated to each other. These roadmaps are generated and up-
tation, a rough classification is made whether the technology
dated in the course of a yearly running planning process.
is realizable now or in the future. Employees dealing with forecasting are usually concerned with other tasks. For this rea-
The integration of external technologies has major significance
son, they are granted temporal freedom for refining and as-
for many manufacturers, however, perhaps mostly for pro-
sessing technologies in a certain context and a meaningful
ducers of mechatronic products. Considering our latest new
way. Possible technology and product integration projects ge-
developments regarded as very innovative, large parts are ba-
nerated by technology forecasting are also evaluated and, if
sed on external technologies. All these technologies have been
necessary, applied within the scope of a yearly planning pro-
determined via a systematic process of technology forecasting.
cess.
A recently launched, absolutely new and maybe revolutionary product for high-precision measurement of the physical densi-
In terms of their origin, the identified and assessed technolo-
ty of gasses and fluids is based on MEMS technology. This has
gies can be divided into two types: on the one hand into tech-
already been identified, evaluated and refined in projects sevÂ
nologies from other branches which already have been imple-
eral years ago.
mented successfully, on the other hand, new technologies from research institutes. The latter represent a particular chal-
In this respect, for us, technology forecasting represents an
lenge since their maturity is still far from what is necessary for
important driver for innovation and therefore also a significant
successful product integration. Start-ups often bridge the gap
source for developing our roadmaps. First of all, technologies
between research and marketable application. Their technolo-
have to be identified and considered well before organizing
gies can be integrated either by acquisition or cooperation.
them within a technology roadmap. We have been engaged in technology forecasting for a long time. It is linked with the strategic intention of positively using new technologies for achieving unique customer benefits. However, it also serves for timely detection of potentially threatening technologies and application processes. For this purpose, we have developed a process and a technical platform. In 10
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Dr. Axel Thielmann Fraunhofer ISI Axel Thielmann studied physics in Erlangen and achieved his doctorate 2005 in physics at the University of Karlsruhe. In 2006 he worked as a patent engineer in Erlangen, and since 2007 has worked at the Fraunhofer Institute for Systems and Innovation Research ISI and is deputy head of the Competence Center â&#x20AC;?New Technologiesâ&#x20AC;? since 2010.
Energy Storages 2030: Modular Roadmapping for Company and Research Planning Energy storage for energy transition â&#x20AC;&#x201C; a complex and
Basic conditions such as regulation, legislation, subsidies, inf-
comprehensive challenge
rastructure, acceptance by society and customers, have to be
For achieving targets set by energy and climate policy in order
considered, along with technical and economic factors, influ-
to reduce greenhouse gas emissions within the following
encing market demand and development. By means of a mo-
decades, CO2 legislation and expansion goals of (fluctuating)
dular construction of roadmaps, technology, and solution con-
renewable energies are key drivers. These can result in a fun-
cepts can be specified in a customized way and thus become
damental (system) change within transport and energy sectors
compatible with technology (push) and application in the mar-
and, in the end, have consequences for essentially all bran-
ket (pull). Consequently, for example, specific LIB cellular che-
ches. Alternative energy storage will enable the breakthrough
mistry can be evaluated according to its state of research and
of exhaustive electromobility and will continuously contribute
its development potential for application in electromobility
to a decentralized, intelligent and thus more efficient energy
and also stationary or other fields. This gives orientation and
supply. Lithium-ion batteries (LIB) will in this context play a key
serves as a planning tool for comprehensive communities and
role at least until 2030. Due to their high technical potential of
industry sectors which nowadays are mainly still independent
optimization and cost reduction, they are used in numerous
of each other.
applications and products, also beyond electric cars, PV house storage, and consumer electronics. In times of global and
Furthermore, in LIB 2015 Roadmapping an interactive process
complex value-creation networks, it is necessary to have a bro-
based on a yearly changing international monitoring and on
ad view regarding related future developments driven by a lar-
national roadmapping efforts was established. Due to this ite-
ge number of actors.
rative process, roadmapping stays up-to-date and can be deepened gradually. The interactive and moderated knowled-
Modularization and iterative process as methodology
ge exchange of experts results in consensus building which is
for roadmapping
relevant for company and research planning from a compa-
Large-scale roadmapping based on lithium-ion batteries is, th-
ny-external and thus neutral perspective.
erefore a good and current example, posing new challenges to methods of roadmapping: a broad (environment) technology offering partially faces a broad solution offering. The technology, as well as comparable technologies in terms of alternative energy storage, develop over time with different degrees of maturity, through the levels of material, component, cell, system to application, interacting during product development. 12
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Dr. Gerhard Hammann Trumpf Werkzeugmaschinen GmbH + Co. KG Gerhard Hammann is director engineering technology platforms at Trumpf Werkzeugmaschinenbau, and before that he was responsible for process development. Following his graduation in engineering studies at the University of Stuttgart, he obtained his doctorate in the field of control technology.
Technology Roadmapping at Trumpf Between market pull and technology push
Impact and consolidation
Product development is placed in the area of constructive ten-
The transparency achieved herewith regarding degrees of free-
sion between market demands and offers from technology
dom and barriers of a technology field enable systematic prio-
development. For bringing together these two integration po-
ritization of oneâ&#x20AC;&#x2122;s own pre-development activities and a targe-
wers, a project pool process was installed which enables mu-
ted focusing on research contacts.
tual potential assessment. The description of project ideas is based on a one-pager covering all decision-relevant aspects.
For company-relevant technology fields, it is advisable to embed technology roadmapping in the target process.
Retrospective and extrapolation As a first step, for focusing technology development all previously relevant information of the observed technology field are ranged in a degree of maturityâ&#x20AC;&#x2122;s curve. This has been found helpful to identify those innovations being enablers for further innovation steps. Moreover, depending on the chosen level of observation, period-enablers can be identified swiftly. Innovations from the past can be examined relatively easily regarding innovation patterns. Particularly productive is information which already has been identified as being enablers. In a further abstraction step, innovation patterns can be condensed into two main basic patterns. These are newly developed degrees of freedom or the identification and approaching of existing barriers.
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Dr. Sven Schimpf Fraunhofer IAO, CC F&E Management Dr.-Ing. Sven Schimpf works as an interdisciplinary researcher, pioneer, and consultant in the CC F&E Management of Fraunhofer IAO. There he is responsible for the topic ”Strategic technology and R&D management”.
Prof. Thomas Abele TIM-Consulting; FOM Prof. Dr. Thomas Abele is the scientific head of the FOM Competence Center for Technology and Innovation management. In 2009, he founded the consultancy TIM CONSULTING which specializes in projects, training and audits in the field of technology and innovation management.
Practical Study on Roadmapping Roadmapping in practice
Roadmapping is supported by a majority of participating com-
Roadmaps serve for visualizing complex relationships of diffe-
panies by means of MS-office solutions, with only about 15%
rent planning levels within one integrated picture by means of
of participants using roadmapping software. Single workplace
the time axis. The use of roadmaps in business practice, howe-
solutions seem to be less suitable, in particular for the collabora-
ver, is a question which is still unanswered. One of the most
tive use of roadmaps as an integrated planning tool and for
comprehensive studies on this topic was conducted in 2001 in
raising potentials regarding the integration of different innova-
Great Britain (Farrukh, Phaal & Probert, 2001). The practical
tion levels. Besides characteristics of roadmap application in
study on Roadmapping therefore aimed at collecting current
companies, the study also inquired into challenges and pitfalls.
data for practical application of roadmaps.
The recommendation mentioned was to confirm roadmap consistency across different planning levels and business units.
Question and scope What is included in roadmaps in companies and where are
Further information
they used? How are they integrated from an organizational
Infographic Practical Study on Roadmapping:
point of view? Which information sources are used by companies and by which methods are roadmaps complemented?
http://s.fhg.de/kVL
T. Abele & S. Schimpf (2016) Practical Study on
Which challenges do companies face and what do they re-
Roadmapping
commend for the practical use of roadmaps? To gain further
Ebook: http://s.fhg.de/Y3p
insights into these questions, Fraunhofer IAO conducted an
S. Schimpf & T. Abele (2016) Praxisstudie Technologie-
online survey from July until September 2015 in collaboration
Roadmapping. In: Möhrle, M. & Isenmann, R. (2016)
with TIM Consulting. Of 156 question sets, 81 have been con-
Technologie-Roadmapping
sidered for the evaluation, including only companies which had used roadmaps at the time of the survey. Main insights, pitfalls, and challenges In general, roadmaps are used in the fields of strategic planning, technology, and R&D planning. Particularly products, technologies, and projects are thereby planned via roadmaps. A significant potential lies in product planning which is outlined in terms of roadmaps by only a quarter of participating companies. This applies to the planning of competencies and services, too. Improved using a broader range of information sources for continuously updating roadmaps also represents a major potential, most of all for including information of users, suppliers, and external roadmaps. 16
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Dr. Alexander Kröller TomTom Alexander Kröller is the coordinator for research and innovation activities in the field of navigation at TomTom. He is thereby responsible for the long-term technology roadmap beyond the current production horizon. Beforehand, he obtained a doctorate in mathematics in Braunschweig where he held a junior professorship for Algorithm Engineering. Moreover, he worked in the research department of Nokia HERE.
Mapping Roads and Roadmapping Roadmapping is easy… on a closer look
Good process support
In line with continuous updating of maps and pictures of real
However, well-designed processes are crucial for a successful
landscapes, underlying information plays a major role in busi-
use of customer feedback in order to filter out the most im-
ness roadmapping. In the case of roadmaps, these are collec-
portant requirements and, based on these, to develop new
ted and updated periodically via vehicles being equipped with
ideas and successful solutions. Beyond current methods for
cameras and scanners. In the entrepreneurial context, the invol-
designing development processes, such as Scrum or agile pro-
vement of employees for constant updating of the roadmap
cess management, and the explicit availability of free spaces
database is a significant success factor. Basically, information
for idea generation, open and transparent decision-making
can be obsolete at the moment of its collection. The importan-
plays a central role at TomTom. By optimum integration of re-
ce of automatically evaluating use-oriented data will increase
levant competencies processes can thus be accelerated and, at
for business roadmapping with the further development of
the same time, become motivating for idea providers and em-
underlying possibilities.
ployees.
The view beyond the horizon Naturally, in this context solutions have to be considered which are hardly relevant at the moment but have the potential to become company-related chances or risks in the future. In summary, the gathered information has to be displayed in the roadmap and enter strategic corporate planning. For roadmapping at TomTom, the ”Outside-In”-idea is in the foreground to continuously explore the direction of the journey. As a rule, the information base in important fields is updated every three months. Moreover, customers play a key role which is regularly approached regarding the potential for improvement or the development of new solutions within the scope of roadmapping.
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Moving Walls Ltd. Luzern / Schweiz About us: Moving Walls is a young Swiss company from Luzern. Together with a worldwide network of partners, graphic facilitators and distributors they plan to change idea finding and implementation in the world of work. Their Moving Walls are a globally used tool for a lively way of collaboration – easy to handle, functional and modular; a handy instrument which stimulates creativity but puts no limits on it. www.moving-walls.de
#GIVEIDEASLIFE – A WALL FOR MORE COLLABORATION With their Moving Walls, the young Swiss company presents a
From Switzerland all over the world
functional tool for collaborative idea development. The people
Moving Walls is a family business which is run by the brothers
behind the product are convinced that a group’s mental poten-
Marcel and Patrick Frick and their sales manager Sarah Buser.
tial can only be exploited if this corresponds with the equip-
They develop and produce their Moving Walls together with
ment of a physical space. The mobile whiteboards are therefore
Swiss partner companies sharing the same philosophy and
ambassadors of a progressive work culture and initiators for
standards of quality: Jörg Boner (product design), Schätti Me-
new creativity techniques.
tallbau (steel supply), Schreinerei Oertli (timber producer). The company was founded by the end of 2007 and meanwhile its
More than just whiteboards
products are sold all over the world. Moreover, since summer
Moving Walls are large, mobile canvases, easy to write on and
2015 Moving Walls is the Swiss representative of IdeaPaint™.
equally easy to clean. The walls can be connected as needed, either in a straight line or arch-shaped, and they are magnetic. Due to their mobility, they help to create rooms within rooms and to design workplaces. From office to collaborative space Whereas for many, physical presence during daily working life is no longer required, it is even more important to have a place where mutual teamwork and brainstorming are possible. Studies show that collective thinking is enormously superior to the IQ of individuals. Collaborative rooms, therefore, enable more creativity, innovation, and productivity. The team behind Moving Walls actively promotes rethinking work culture by means of presentations in showrooms (labs), regular events in creative hubs and, last but not least, by the cooperation with research institutes like the Fraunhofer IAO.
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© Moving Walls Ltd.
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ITONICS GmbH NĂźrnberg About us: As the only supplier, ITONICS integrates the complete innovation process from environment scanning to innovation roadmap. The Software Suite combines strategy and innovation on a web-based collaboration platform. www.itonics.de
ITONICS ROADMAP: THE COLLABORATIVE ONLINE-SOFTWARE TOOL FOR INTEGRATED INNOVATION ROADMAPS Challenges for roadmapping
laborative social media components. In this way contents can
Advantages of roadmapping are obvious: medium-to-long-
be set up, reviewed and assessed regardless of terminal device,
term planning in strategically important business units has be-
place or time. The allocated editing of contents reduces efforts
come more important than ever before. There are, however,
and maintenance of roadmaps. Once a roadmap has been de-
many challenges which a company has to master in order to
veloped, users can directly edit and update contents via visua-
use roadmapping efficiently and effectively. A cross-sectoral
lization due to a WYSIWYG editor. Being modular software,
study of Schimpf and Abele (2016) investigated the use of cur-
the ITONICS Roadmap adapts to company-specific roadmap-
rent and future challenges as well as success factors of road-
ping processes. Furthermore, the cascading and individually
maps in practice. The interviewed companies mentioned the
adaptable concept of rights and roles ensures that the soft-
introduction and maintenance of a systematic roadmapping
ware can adjust to organizational changes in real time.
process, the establishment of responsibilities and the availability of respective resources as being the biggest challenges when
The ITONICS Roadmap supports roadmapping in collaborative
implementing the roadmapping method. Furthermore, hurdles
and complex working environments. Challenges when using
for introducing and using roadmaps can be identified, such as
the roadmapping method mentioned by practitioners, in parti-
considerable effort when implementing and updating the ro-
cular high initial creation efforts as well as missing methods
admap or missing methods for illustrating high complexity.
for illustrating high complexity, are mastered by the ITONICS Roadmap thanks to the use of modern technological oppor-
The ITONICS Roadmap The ITONICS Roadmap is a collaborative online software tool for integrated innovation roadmaps. Linking markets, products, technologies and resources within a web application enables holistic forecasts concerning technology and product development required in the future and associated investment decisions. By means of collaborative components this software solution helps to master numerous challenges when introducing and using roadmaps in practice. The fundamental architecture of the ITONICS Roadmap and all functionalities are directed towards working with the roadmap as efficiently and effectively as possible. The software tool uses many visualizations and is web based with a modern user interface and col22
tunities.
© Itonics
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Sopheon GmbH Darmstadt Sopheon GmbH was founded in 2003 and is located in Darmstadt’s renowned ”Technologie- und Innovationszentrum” (TIZ). Sopheon GmbH is a 100% subsidiary of Sopheon plc. Sopheon’s software solutions are used around the world by leading companies in all industry branches.
ACCOLADE: STRATEGIC PLANNING AND ROADMAPPING Accolade combines planning and digital process
Planning, roadmapping, process management and
performance
portfolio management
Accolade enables generation of uniform, long-term roadmaps
Accolade offers dynamic optimization, what-if-analyses, simu-
regarding markets, product and technologies. The solution re-
lations, scenarios and other functions for managing portfolios
duces uncertainties and risks of strategic product and program
precisely and for taking fact-based investment decisions. The
planning. Potential effects of internal and external develop-
software enables comparison of different scenarios, conside-
ments can be involved by means of Accolade in the long run.
ring the status, costs, risks and chances of portfolio invest-
Roadmaps which are developed in Accolade ensure that new
ments. The management can thus ensure that current de-
products can be matched with long-term market develop-
velopments always match with the pursued strategy and
ments, the economic situation of competitors and technologi-
calculated resources. Sopheon’s customers benefit from trans-
cal developments.
parency regarding positive and negative developments of the whole company. In this way, weaknesses can be identified and
Digitalization and automatization of operational
necessary measures can be taken to prevent problems from
processes
the outset or solve them in good time.
Accolade can support the management of all process methods, including Agile, StageGate®, PACE®, DoD 5000 model ing, DFSS and others. All processes and interdisciplinary operational processes can be configured in such a way that they comply completely with regulatory requirements. Accolade reduces administrative expenses and enables interdisciplinary teams to take reliable decisions faster. It offers complete project and portfolio management functions (PPM) and can also automate processes beyond development, such as IT project management, Six Sigma, capital development, mergers and takeovers and technology acquisitions.
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© Sopheon
25
Impressions
Networking among "Roadmappers", Center for Virtual Engineering ZVE
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Development of new visuals for corporate planning
Graphical Recording by Isabelle Dinter
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Organizer of the event "Roadmapping in Practice", APRIL 21, 2016” Fraunhofer IAO, Department of R&D Management
TIM Consulting
At Fraunhofer IAO we primarily deal with the needs of R&D
TIM Consulting (www.timconsulting.eu) is a special consulting
departments of large and small companies.
firm for technology and innovation management. It was founded in June 2009 based on the philosophy of the Fraunhofer
The focus of our research and consulting is on:
Gesellschaft which aims at linking experience from industrial
Organisation of Research and Development (R&D) R&D processes, structures and cooperation, R&D efficiency
projects with the state of science and technology.
and management of innovations.
Strategic R&D and technology management Our work covers detailed technology analyses, program planning, and integrated R&D strategies.
Innovative IT systems in the area of R&D Introduction and implementation of the concepts for ”virtual product development” with integrated IT systems and an integrated perspective on processes.
Corporate Development for technology-intensive enterprises The IAO Centre for corporate development: Identifying, creating and implementing development potentials. We support companies in meeting new challenges such as shorter product cycles, more complex products and processes as well as globalization and growing customer requirements. Depending on the scope of tasks, we offer our clients and partners services ranging from common research projects to seminars, workshops, and assessments as well as long-term consulting and implementation. www.rdm.iao.fraunhofer.de/en
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Activities in the field of roadmapping:
Publication of ”Arbeitsheft TechnologieRoadmapping” (foreword Prof. Westkämper)
Practical study on roadmapping in cooperation with Fraunhofer IAO
Articles for 3rd edition of Technologie-Roadmapping by Möhrle / Isenmann (expected to be published in 2016)
Implementation of integrated roadmaps in companies www.timconsulting.eu
FOM With more than 35,000 students and over 30 locations, FOM is the largest private university in Germany. Its focus of teaching is on practice-oriented bachelor and master programs in the field of economics and engineering. They are designed in such a way that they can be completed in parallel with professional activity or vocational training. FOM is supported by the non-profit foundation BildungsCentrum der Wirtschaft. The FOM Competence Center for Technology and Innovation Management KCT (www.fom.de/KCT) is an association of lecturers and professors which are active at FOM locations all over Germany. For implementing the common vision ”Building Innovation Capabilities!”, joint events are hosted, research projects are initiated and realized and the range of courses in the field of technology and innovation management is constantly optimized. Roadmapping is…
…one thematic focus of the FOM Competence Center for Technology and Innovation Management,
…the main content in courses of study, such as the Master Technology and Innovation Management www.fom.de
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Impressum
Contact: Fraunhofer Institute for Industrial Engineering IAO, Nobelstrasse 12, 70569 Stuttgart www.iao.fraunhofer.de
Dr. Sven Schimpf (ed.) CC R&D Management Phone +49 711 970-2457 sven.schimpf@iao.fraunhofer.de
Authors (in alphabetical order): Thomas Abele Gerhard Hammann Ulrich Kaiser Alexander Kröller Rob Phaal Sven Schimpf Axel Thielmann Joachim Warschat
Event photos: Jonathan Masior, © Fraunhofer IAO
Visualization page 7–19: Isabelle Dinter www.grafische-visualisierung.de
Layout: Karina Lehmann
URN: urn:nbn:de:0011-n-4290660
Online available as Fraunhofer-ePrint: http://publica.fraunhofer.de/documents/N-429066.html
© Fraunhofer IAO, 2017