TECHNOLOGY ROADMAPS

The purpose of ‘Technology RoadMaps’ is to document/forecast and exploit future technologies and platforms. Future products (and services) and enhancements to existing products may be significantly improved by this analysis as technology is typically a driver of 'Competitive advantage'. This is an important activity / task and will set the strategic compass for the organisation. It never falls to amaze how many companies don’t have a long term vision as to where they are heading and what the long term goals are.

Resultant analysis may, in turn pinpoint the need for further market research and intelligence study. Technology has always been a ‘key’ enabler of competitive advantage, both in products and in firms’ internal methods and processes. Every business should seek business advantage by applying appropriate new technologies. You should also keep a watchful eye on technology substitutes which could ultimately change the entire nature of your products or services. The main technology advances in the are likely to be in:

• New materials which are lighter, stronger or offer better performance. Examples include new composites, polymers and conductive ceramics.

• Electronics, where component costs will fall, reliability will increase, and processing power will continue its exponential growth. Communication technologies will also show major advances.
• Computing, whereby advances in software, user interfaces and the scope of applications will grow at pace.
• Biotechnology in pharmaceuticals, speciality chemicals and synthetic food stuffs.
• All things Eco
• Battery Technology
• One clear trend is the growing complexity of many products in terms not only of the number of features and functions they comprise, but also the growing service component of the ‘total product’. Another is the growing number of different technologies in a single product – metals, plastics, electronic, ceramics, other speciality materials, documentation, software and packaging. Understand the opportunities and threats

Key external drivers on business (Generic) :

• High customer expectations – better value for money, more choice, emphasis on a complete package covering fitness for purpose, quality, reliability, service, support in use, delivery, responsiveness.
• More complexity in your business – both in your markets, with more product and service offerings, more market niches, wider geographic coverage; and in your products or services with more technologies in the product, a wider range of applications, a greater variety
• More uncertainty in your business – changing markets, shorter life cycles, more variable patterns of demand as variety grows and more responsive delivery requirements from demanding customers.
• Increased pressure on your business – from tough, global competition; from potential skill shortages; and from growing legislation about safety, the environment, product liability.

Take time to investigate these issues and think through the implications for your business. How will high customer expectation, more complexity / uncertainty and tough competition affect your business? Just as important, how will these challenges affect your supply chain – specifically your customers and their customers; your suppliers and their suppliers?

The following delegates / members of the Stakeholder Management Team (SMT) should attend the Technology Roadmaps workshop.

Key / Definition:‐

Monitor: Oversees the overall process, required to provide top level strategic objectives as required,performs a management role.

Core: Defines the ‘Core’ team headed (chaired) by the Product Manager required to attend the workshop in alignment with the ‘Product Phase’. Membership is mandatory.

Sec. Mem: Secondary Membership defines an ‘on‐standby’ membership requirement and will depend upon the subject area, phase alignment and the project status. Membership is managed by the Product Manager.

On Req.: On Request membership defines a membership that is managed by the Product Manager.

The following interrelationship maps indicate; suggested content from other models/processes which may have influence or an effect on the analysis of the title process. The left-hand column indicates information or impact from the named process and the left-hand column indicates on completion of the process/analysis it may have an influence or effect on the listed processes.

Note: A complete set (professional quality) of PMM interrelationship cards are available to purchase - please contact us for further details.

The IPM practitioner series, is a definitive and integrated training programme for management professionals operating in the Product Management arena. So whether you’re the Managing Director, Product Director, Product Manager or a member of the Multidisciplinary Team we are confident that you will find this particular training series to be one of the best available and an invaluable asset to both you and your company.

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