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Roadmapping across business segments - Implementation of roadmapping at grundfos to support technology planning

(2018) Roadmapping across business segments - Implementation of roadmapping at grundfos to support technology planning. In: International Association for Management of Technology IAMOT 2018 Conference, 2018-4-22 to --.

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© 2018 Towards Sustainable Technologies and Innovation - Proceedings of the 27th Annual Conference of the International Association for Management of Technology, IAMOT 2018. All rights reserved. This paper describes the customised implementation of product-technology roadmapping across eight business segments within a large technology-intensive European company over the last three years. The aim was to achieve improved technology direction and alignment across the business by implementing and evolving roadmapping at Grundfos as part of the existing technology planning process. Key elements include the successful adaptation and implementation of the standard T-Plan process for product-technology roadmapping, and the importance of ownership and transfer of the process facilitation to people within the different areas of the organisation. Additional significant insights are the need for iteration in developing a customised approach, and the context specific learning about building on existing processes, data collection and familiar representations. To customise the selected approach the company chose an exploratory development process. The initiative was led by a technology manager who drew upon roadmapping experience in other companies within an industrial-academic consortium as well as taking advice from external facilitators. The technology manager secured support from peers across the organisation who were then trained as internal facilitators. Together they created their own roadmapping process and templates drawing upon established materials and activities related to technology planning within the company. They iteratively developed the process between each workshop in the first application and evolved the process year on year and have adopted a Roadmapping Roadmapping (R2) review template to plan future steps. The resources needed and lessons learned from this exploratory development process are also outlined. Links are made between the practical experience and the related literature on the integration of tools, the use of boundary objects and the need for flexibility and persistence in use, which extend the discussion to include wider organisational dimensions and to give further insights into how to successfully embed roadmapping. This highlights, for example, the related issues of timing and ownership, as the organisational circumstances need to be favourable for a change in process, as well as the importance of working across organisational boundaries, integration within the organisation's processes and achieving alignment of diverse perspectives and co-ordination structures. In summary, the paper's contribution is to provide insights into the evolution of customised roadmapping as a mechanism to improve alignment in technology planning across a business. The experience underlines the importance of ownership, transfer of roadmapping skills and iteration of the process in embedding roadmapping within the business. In addition, it highlights the significance of context, as even a customised approach will need to evolve to best fit the aims of the organisation and its environment.

Item Type: Conference or Workshop Item (UNSPECIFIED)
Divisions: Div E > Strategy and Policy
Depositing User: Cron Job
Date Deposited: 12 Oct 2018 20:12
Last Modified: 18 Feb 2021 15:06