Roadmapping is hardly new; Motorola introduced it in the U.S. during the 1980s and Philips was on a similar timescale in Europe. As a process, it has gained momentum in recent years for a number of reasons such as:
Initially adopted by technologists within large organizations, roadmapping often did not include other functions such as marketing and product management. Over the last few years, however, roadmapping has been increasingly used for functional areas beyond technology as a strategic planning tool. For example, marketing departments have been more involved in the product planning process and CEOs have demanded roadmaps as deliverables for board meetings and gate decision meetings.
At the forefront of contemporary strategic planning is roadmapping. Many companies find that because they are both geographically and functionally isolated, it is very difficult to collaborate effectively. Only as they move forward in time and clarity arises do these companies realize the need to refine portfolio management, product development and project management. Roadmapping gives executives and R&D teams the necessary high-level view of new products and the ability to align market and customer requirements with products and services, as well as appropriate technologies, to facilitate production.
Benefits of Roadmapping
Roadmapping has provided countless benefits. Organizations that have implemented roadmapping into their planning have been able to:
Often by introducing a roadmapping process, organizations achieve a shared vision. It is the power of this collaborative perspective that reaps the greatest rewards. Previously untapped knowledge within the different functional departments is used to make more effective planning decisions. Gaps and opportunities are identified and anticipated in advance of development, making it more likely that the right products will be available to meet the market requirements at the right time. Equally as important, roadmapping gives advance warning of R&D projects or technological developments that should be killed before they have consumed too much cost and effort.
Best Practices
Implementation of roadmapping should not be taken lightly; an executive champion and a core team committed to developing the process are necessary to make it a success. Initially, the process should be applied to specific parts of the business in order to show some early success and reveal possible challenges. Doing so allows the company to address these challenges early and in a smaller, more controlled setting. This sets the stage for a more successful implementation across the organization and helps embed the value of the process and outcomes within the company.
The mid-term goal is organization-wide implementation of roadmaps. Third-party assistance in facilitating and jump-starting the adoption of the roadmapping process is advisable. Software also plays a significant role in enabling efficient collaboration and helps to maintain and grow the roadmapping process.
The ultimate goal is to regularly share appropriate roadmaps with stakeholders. Roadmap visibility ensures an ever-improved understanding of accomplishments achieved and how to fulfill market requirements over time, creating long-term competitive advantage and sustained growth for your company.