Roadmapping

Roadmap (299)
Roadmapping (299)
Technology roadmap (67)

Synopsis: Road map: Roadmapping:

In addition, the idea was to analyse possible overlapping fields of practice among technology foresight, forecasting, intelligence, roadmapping, and assessment.

and a revisit to roadmapping and TA and the role and management of experts. In the discussion it was pointed out that the increasing complexity of the strategic approaches called for a more complex form of foresight.

and on how the utility of outcomes can impact the different forms of FTA (i e. technology foresight, technology assessment, technology forecasting, technology and product roadmapping).

The article illustrates the use of roadmapping as a tool for TA contributions to the sustainability assessment of emerging technologies.

accepted 1 february 2008 Abstract Roadmapping serves both short and long term (strategic) alignment in science and technology (S&t.

At both intra-organizational (department-level) and inter-organizational levels in technology and industry, roadmapping has become a fashionable alignment tool.

the advantages (and disadvantages) of roadmapping depend on the context in which it is applied. There is a wealth of literature focusing on the functions, uses and tools of roadmaps in high-technology companies andmncs 3 20.

the company can switch towards roadmapping for incremental innovation. Before delving into the context of lab-on-a-chip for cell analysis we explore what the literature can tell us with regards to insights into emerging path dynamics stemming from sociology of S&t, evolutionary economics and organization studies.

and will be integrated in the Frontiers Roadmapping Initiative. The initiative is a programme focusing on aiding research foci in the link to applications.

For the conceptual developmeen of MPM, our self-set task was to integrate insights from roadmapping, dynamics of Emerging s&t and expectations,

Manag. 7 (4)( 1995) 417 431.3 Richard E. Albright, Thomas A. Kappel, Roadmapping in the corporation, Res.

Change 8 may 1999) 173 182.7 P. Groenveld, Roadmapping integrates business and technology, Res. Technol. Manag. 40 (5 september October 1997) 48 55.8 D. E. Hussey, Glossary of techniques for strategic analysis, Strateg.

Manage. 48 (2 may 2001) 132 143.12 S. Lee, Y. Park, Customization of technology roadmaps according to roadmapping purposes:

Change 14 (2005) 1 13.16 R. Phaal, C. J. P. Farrukh, D. R. Probert, Technology roadmapping A planning framework for evolution and revolution, Technol.

Manage. 49 (4 november 2002) 322 329.22 S. T. Walsh, Roadmapping a disruptive technology: A case study. The emerging microsystems and top-down nanosystems industry, Technol.

Change 71 (2004) 141 159.26 F. Lizaso, G. Reger, Linking roadmapping and scenarios as an approach for strategic technology planning

Plan. 1 (1)( 2004) 68 86.27 U. Fiedeler, T. Fleischer, M. Decker, Roadmapping as TA-Tool:

The roadmapping activity achieves value by providing a single locus for coordinated research and development activity (see for instance 19.

that many users of technology roadmapping exist in a vertically integrated environment where a few big players have the interests and capabilities to assist in technological coordination.

The description of distributed design in this article is, perhaps, somewhat at odds with the stated premise of technology roadmapping.

of Japan) and trial approaches for technology convergence with the methodology of technology roadmapping, PICMET 2007 Proceedings, Portland, Oregon:

Foresight methodology Technology assessment Technology analysis Risk assessment Risk analysis Roadmapping 1. Introduction The practices in foresight, technology assessment and industrial risk assessment processes are in many ways parallel.

and the prescription phase utilizes the roadmapping, backasting, modelling or simulation methods 42. Altogether, a substantial shift away from the fixed modelling and management towards more contingent and participatory approaches has taken place in all FTA areas.

Possible and potential futures are examined by applying, for instance, scenario, backcasting or roadmapping methods. Among other methods and practices in the field are constructive technology assessment

The ultimate benefit of this relatively light and fast roadmapping exercise is that the process forces one to think about all the important aspects of the new business creation.

The preliminary results of the project show that roadmapping and OBM are not alternative methods, but could be used as complementary methods.

The link between the opportunity analysis and strategy works of a company becomes evident in the roadmapping process 29.

risk analysis expert may know e g. roadmapping method, but does not understand that it is the most usable only in the prescription phase of the foresight process.

both national and international, were developed further by experts taking into account existing forward-looking roadmapping and strategy processes from the public and private sector.

+8 Still the focus of technology developers in their FTA ACTIVITIES, focus on paths (such as roadmapping) rather than journeys.

(and used) for transition policy. 4 15 Used for open-ended roadmapping by technology developers at early stages of development 6. 16 Used for exploring industrial/sectorial alignment/misalignments. 17 See Haico

Foresight and similar future-oriented technology analysis methodds such as trend extrapolation, scenarios, Delphi analysis, focus groups, cross-impact analyses and roadmapping, can be found in traditional business-school

However, as the participatory process was not following a strictly speaking forward-looking methodology (e g. scenario development, road mapping, etc.

Technology and Product Roadmapping QTIP serves background information roles well. It is vital in documenting external technology development activities to track their likely trajectories.

and merging empirical/analytical methods with stakeholder engagement processes 5. The positioning was aimed at perceived overlapping fields of practice among technology foresight, forecasting, intelligence, roadmapping, and assessment.

roadmapping, surveys and creative methods are used widely. Key Foresight concepts such as‘‘vision''that were used previously in a rather broad and all encompassing manner have been deconstructed

Fixed Structured discussion and the generation of new ideas in the workshops Autonomous Creative brainstorming and ideation in the different scenario and roadmapping workshops.

We can point here to such approaches as risk assessment, roadmapping, and some specific tools of operations management and operational research (such as DEMATEL,

It uses of methods such as roadmapping and scenario development relevant to the particular organisation/stakeholder. An important point stressed in this context is the vital role that third parties can play in interpretation

Roadmapping has become a very popular tool used at this stage, while many instruments of normative forecasting and planning (e g. relevance trees) are also part of the toolkit.

Technology Roadmapping and other ways of visualising future prospects are supported by improved tools, and Delphi and other methods for eliciting expert opinion are frequently put online.

brainstorming, roadmapping, voting, and prioritisation in the course of scenario work, for example. Perhaps we should be establishing a roadmap for this sort of‘‘enhanced reality''in FTA work. 10

and roadmapping conducted for ISTAG (the Information society Technologies Advisory Group) of the EC 26. The Ami work had focused on the benefits of the emerging ubiquitous IT systems,

As Johnston (2008) noted, the objective of the first of these seminars‘‘was to analyse possible overlapping fields of practice between technology foresight, forecasting, intelligence, roadmapping, and assessment.''

For a clarification on the differences and similarities among the wide array of terms, methods and approaches that are included in the umbrella term of FTA, such as technology forecasting, technology assessment, roadmapping, technology foresight,

This poses new challenges for roadmapping methodology in terms of level of aggregation and timeframe. D 2005 Elsevier Inc. All rights reserved.

Science and technology roadmapping; Technology assessment; Nanotechnology 1. Introduction Emerging technologies pose considerable challenges for dclassicalt technology assessment (TA.

Such a reflexive procedure surely would take into account the numerous demands from the debate on sustainable research and technology policies. 4. Roadmapping methodology as a tool for technology assessment of nanotechnology?

4. 1. Science and technology roadmapping a brief introduction A standard definition of roadmap or droadmappingt does not exist.

what constitutes a roadmap and the roadmapping techniques employed 6. T. Fleischer et al.//Technological forecasting & Social Change 72 (2005) 1112 1121 1116 The term droadmapt is used widely, starting from graphical representations of technology development paths and their application environments up to detailed and ambitious

and apply technology roadmapping in the mid-1980s. It has become a widely used technique during the past two decades from the perspective of both individual companies and entire industries.

The roadmapping process provides a way to identify, evaluate and select strategic alternatives that can be used to achieve a desired S and T objective.

Q 6 The probably most comprehensive overview of relevant research on and current knowledge about roadmapping, together with a critical discussion of the potential of roadmapping approaches which are applied usually to sustaining technologies to offer insights into disruptive technologies,

and/or technology. 4. 2. Roadmapping as a precursor of a TA process for specific nanotechnology applications The situation described above rather broad and largely unstructured field of investigation, mostly enabling technologies at early stages of development,

Similar to roadmapping, there is no general methodology for technology assessment. TA projects can differ by task, subjects and questions of investigation and addressee.

For that purpose it is proposed to fall back upon experiences with successful roadmapping exercises and to adapt the general concept of science

and technology roadmapping to include it as a precursor into the TA process for selected applications of nanotechnology.

or finished roadmapping activities in or around the field of dnanotechnologyt see e g. 11 14.

Essential part of many roadmapping concepts is organised an and moderated process with a multidiscipplinar and cross-functional group of experts to develop

Roadmapping helps people to communicate their plans and visions and to get feedback about them.

and is a learning process for the Group participation in the roadmapping process thus offers benefits for the contributing people

which may lead to public distrust and rejection and support disaster assumptions and dystopic fantasies. 4. 3. Roadmapping nanotechnology the trials Currently,

we are following two different lines to test the applicability of roadmapping in nanotechnology and the quality of the outcomes.

or to perform a roadmapping process din houset. Among other goals, the project aims at structuring the R&d field of nanomaterials,

It will be very helpful to observe how the social mechanisms typically involved in the practice of roadmapping will develop in the course of such a trans-disciplinary

Some reflections on the role that science roadmapping can play for research organisations how the experiences with technology roadmapping in companies or industries can be adapted for our T. Fleischer et al./

/Technological forecasting & Social Change 72 (2005) 1112 1121 1119 purposes, and what further benefits of the roadmapping process beyond structuring the field of nanotechnology can be expected. 5. Summary

and outlook The landscape for Technology assessment has changed over the last few years. Political priorities are altering

We propose an adaptation of the concept of science roadmapping and its application to selected segments of the overall field of nanotechnology.

Finally, roadmapping could support the conceptualisation of Nano-TA as a dreal timet-investigation and assessment of chances and risk,

There is some scepticism that roadmapping really can fulfil its promises. In addition some scientists are restrained somewhat about their participation in a roadmapping process.

Some fear to disclose too much sensitive knowledge to potential competitors, others think that the application of planning tools to topics of basic research might confine creativity

On the other hand, there is some experience with similar doubts about the potential of technology roadmapping. In the words of Robert Galvin:

bin engineering, the roadmapping process has influenced so positively public and industry officials that their questioning of support for fundamental technology support is muted...

M. Boden, Y. Punie, M. Zappacosta, Science and technology roadmapping: from industry to public policy, IPTS Report 73 (2003.

Roadmapping: from sustaining to disruptive technologies, Technol. Forecast. Soc. Change 71 (1 2)( 2004) 1 3. 9 R. Galvin, Science roadmaps, Science 280 (5365)( 1998) 803.10 A. Grunwald, Technikfolgenabscha tzung eine

Einfu hrung, Edition Sigma, Berlin, 2002.11 S. Walsh, Roadmapping a disruptive technology: a case study: the emerging microsystems and top-down nanosystems industry, Technol.

They show how process-based road mapping can be applied in building systemic transformation capacities and anticipatory culture,

and present four case studies of road mapping projects from the Technical research Centre of Finland (VTT). How to forecast technologies that depend mainly on discontinuous advances?

technology road mapping; expectations of technological change; foresight; technological change and dynamics 1. Introduction While foresight has been developed into an important instrument for both firms

A popular technique is technology roadmapping, which has been used since the 1980s by Motorola and later by many other firms (Willyard and Mcclees 1997), like Philips (Groenveld 1997) and Lockheed martin (Houston and Turner 2001).

Roadmapping integrates business and Technology research Technology management 40, no. 5: 48 55. Guice, J. 1999. Designing the future:

Developing collaborative solutions to the aging aircraft avionics problem through technology roadmapping. Lockheed-martin JS01 (June:

Lessons from scenario and roadmapping process on manufacturing systems. Futures. Cagnin, C. H. 2005. An information architecture to enable business sustainability.

constructing organisational capacities in roadmapping projects at VTT Technical research Centre of Finland Toni Ahlqvist a, Minna Halonen a, Annele Eerola a, Sirkku Kivisaari a, Johanna Kohl a, Raija Koivisto

constructing organisational capacities in roadmapping projects at VTT Technical research Centre of Finland, Technology analysis & Strategic management, 24:8, 821-841, DOI:

constructing organisational capacities in roadmapping projects at VTT Technical research Centre of Finland Toni Ahlqvist*,Minna Halonen, Annele Eerola, Sirkku Kivisaari, Johanna Kohl, Raija Koivisto

Second, we show how process-based roadmapping can be applied in building the systemic transformation capacities and anticipatory culture.

Third, we illustrate these notions by analysing four roadmapping projects as case studies. Keywords: systemic transformation; capacity;

roadmapping; strategy process Introduction The geographical scales of innovation systems are interlinked currently more than ever. The interrelatedness poses specific challenges for an organisation striving to navigate in this landscape.

and propose that principles of roadmapping could be applied in building the systemic capacities. We use a notion of process-based roadmapping that widens the horizons of traditional technology roadmapping in such directions as visionary strategic management, network building and development,

and organisational learning. We realise this by specifying the knowledge spaces and scopes related to roadmaps.

After that, we demonstrate the‘widened'roadmapping approach by using four of VTT's foresight projects as case studies.

Section 3 presents the notion of process-based roadmapping that is based on the identification of knowledge space and roadmap scope.

Roadmapping as a frame for constructing systemic transformation capacities Roadmapping, strategy processes, and capacity building We suggest that roadmapping is a felicitous method for fostering

and steering systemic transformattio capacities. This is because roadmapping, especially in its strategic form (see below),

is an adaptive process-based methodology well suited for systemic contexts (see Ahlqvist, Valovirta, and Loikkanen 2012):

In the systemic context, roadmapping refers to a continuous and transparent process, not a single exercise,

In the context of systemic transformation capacities, the generic process of roadmapping is coarsely the following:(

Process-based roadmapping is a scalable method that can be used to study the micro-level for example,

when roadmapping the futures of a national innovation system. The temporal spans of the roadmaps are also scalable

Roadmapping can thus be considered a kind of‘fractal'approach, which is scalable both temporally and substantially.

In addition, several other aspects make a further statement for roadmapping. First, roadmapping enables the organisation to systematically produce its own strategic future manuscript

and set it in the context of organisational knowledge spaces (see the next section). These kinds of future manuscripts could also be produced with other narrative foresight methods, such as scenarios or‘genius forecasting'.

'Second, the roadmapping process enables the engagement of the key actors in an organisation. Thus, it builds on a variety of organisational knowledge spaces

Third, the roadmapping process enables the alignment of a common vision, the knowledge spaces, and temporal spans.

To engage in a successful roadmapping process, the organisation does need not only to depict its present position,

Thus, the roadmapping exercise simultaneously fosters an anticipatory culture and structural openness through a systematic process and explicit visionary narrative.

roadmapping enables organisations to align their future visions with explicit action steps and to iterate the process systematically.

The theoretical background for the above formulations stems from the notion that roadmapping can be considered both as a line of strategic thought

and as a process methodology. 1 Roadmapping combines different modes of knowledge with specific activity layers (Kostoff and Schaller 2001;

As a process methodology, roadmapping consists of several modules. Modularisation allows one to form a tailored‘response chain'to answer different kinds of research and development problems (see, e g.

Furthermore, modularisation enables the tailoring of the roadmapping process to suit the needs of the different actors

It is possible to make a distinction between two roadmapping cultures. First is the culture of technology roadmapping, in

which the roadmapping is approached as a normative instrument to identify relevant emerging technologies and to align these technologies with explicit product plans

and related action steps (see e g. Phaal, Farrukh, and Probert 2001. In this culture, the roadmappiin process is a tool to endorse product development.

Second is the emerging culture of strategy roadmapping, in which the roadmapping is perceived more as a dynamic

and iterative process that produces weighed crystallisations, usually in a visual form, of an organisation's long-term vision,

Here, we call this methodology process-based roadmapping. It is based on an idea that roadmaps are like visual narratives describiin the most critical paths of future developments (Phaal and Muller 2009.

This idea of a roadmap as a crystallised strategy chart separates roadmapping from other‘generic'foresight methods, such as Delphi or scenario processes.

Roadmapping can be considdere as a meta-level visualisation of an organisational strategy that could utilise the inputs from Delphi or scenario exercises,

just as Delphi or scenario exercises could utilise inputs from roadmapping exercises. Conceptualised in this way, roadmapping comes quite close to system dynamic modelling techniques,

yet roadmapping is still more of a technique for strategic focussing Downloaded by University of Bucharest at 05:05 03 december 2014 826 T. Ahlqvist et al.

Figure 2. Using roadmaps in strategy processes (Ahlqvist 2009. than for system simulation. However, combining roadmapping with system dynamic modelling is definitely a potential path for future methodological development.

Process-based strategy roadmapping is methodologically more flexible and exploratory than traditiiona technology roadmapping. The roadmaps are approached not as hermetic plans to achieve definite goals (e g. new products),

but instead they are approached as knowledge umbrellas that, by integrating different analytical methods, produce a visual strategy manuscript for an organisattion Strategy roadmapping is also about engaging

and empowering people (see Ahlqvist et al. 2010). This idea links strategy roadmapping to organisation and strategy studies, especially to strategy crafting (see e g.

Heracleous and Jacobs 2008; Whittington and Cailluet 2008. Therefoore the emerging culture of strategy roadmapping should not be viewed as a‘pure'foresight methodology,

but more as a hybrid of foresight and organisational strategy crafting. Roadmapping can be used in strategy processes, for example, in the following ways (Figure 2:

The first way is the building of a common vision. Basically, roadmapping is a collaborative long-range strategy process.

The second way is the identification of societal needs as drivers for the design of solutions.

roadmapping is an apt instrument. The third way to use roadmaps is to articulate demand in the context of, for example, a product or a service.

and knowledge spaces 827 In process-based roadmapping, systemic transformation capacities can be built through the following three steps:(

Knowledge spaces and roadmap scopes How is it possible to combine the roadmapping methodology with the creation of structural openness, an anticipatory agency,

Scope is a more traditional insight into roadmapping methodology that separates, for example, technology roadmaps and market roadmaps.

Table 1 translates the above-mentioned knowledge spaces into‘roadmapping language'and terminology. It describes the basic aims of the process

and provides some views on the use of roadmapping material. Table 2 presents the roadmap scopes in a schematic form.

R&d perspective on a single technology or object Roadmapping single technologies from a certain perspective Enhancing organisational capacities in a certain technology field Building vision

R&d perspective on a single organisation or firm Roadmapping organisattiona capacities in developing new competencies Roadmap for developing organisational/firm capacities Combination of roadmap knowledge spaces

depends on the specific aims of the process Forming practical organisatioona conclusions on the basis of the roadmapping Systemic I:

business perspective Network roadmapping Roadmap for developing capacities for a network or a cluster Combination of roadmap knowledge spaces depends on the specific aims of the process Making business decisions on the basis

of the roadmapping Cluster roadmapping Systemic II: policy perspective Innovation policy roadmapping Roadmap for developing synthesising policy perspectives for public actors Combination of roadmap knowledge spaces depends on the specific aims of the process Forming policy conclusions on the basis of the roadmapping Downloaded by University of Bucharest

at 05:05 03 december 2014 830 T. Ahlqvist et al. structures. The third scope is called systemic I,

The aim is to endorse business decisions on the basis of roadmapping. The fourth scope is systemic II

The aim is to form policy conclusions on the basis of roadmapping. This category also contains a methodology of innovation policy roadmapping (see Ahlqvist, Valovirta, and Loikkanen 2012.

In the following section, we use four examples of VTT's foresight projects to illustrate how roadmapping can be applied in constructing systemic capacities.

Four case examples The brief case examples are positioned according to the four roadmap scopes and the relevant knowledge spaces described in the previous section.

The aim of the case examples is to depict concisely how the systemic transformation capacities can be fostered by roadmap exercises combinnin different roadmapping scopes and knowledge spaces.

technology and social/actor space, R&d I scope Our first example is a roadmapping process that is aimed to renew a line of organisational compettenc that is already rather well established at VTT.

The second phase was the roadmapping (Figure 4). Roadmapping was realised in three consecutive workshops. The first workshop was about drivers and technologies.

and knowledge spaces 831 Figure 4. The roadmapping process in the Building Services Roadmap (Paiho et al. 2007,

strategy space and social/actor space, RD II scope Our second example applies roadmapping in the context of an organisational development process aimed at establishing a service research network at VTT.

Second, roadmapping was used to trigger participatory, future-oriented thinking. Roadmapping was divided into two phases. The first roadmapping phase traced the big picture of the service landscape from the present moment (2009) until 2025.

This workshop was dedicated to identifying opportunities and challenges for service research in the long term; and to link, scale,

and prioritise emerging service research issues. The second phase of the roadmapping was thematic, and it was carried out in five groups.

This integrated process was called learning by foresight and evaluation (with the acronym LIFE, learning by foresight and evaluation;

The roadmapping process was realised in two phases: the first phase was thematic interviews and the second phasewas roadmapping.

The roadmapping phasewas completed in twoworkshops. In both workshops, the participants were divided into four thematic groups:(

1) measuring and enhancing productivity,(2) innovative service concepts,(3) learning and education, and (4) internationnality Each of the groups made their own thematic roadmaps.

The aim of the roadmapping process was first to form a vision to which the participants could commit,

and its future possibilities Capacities for use of the existing service knowledge Knowledge generated via roadmapping was used iteratively throughout the strategy building process, e g. definition of service, identification of most important research needs,

I type roadmapping process, which aimed to contribute to the strategic and visionary spaces, and to come up with related business decisions.

The fourth phase, the roadmapping workshop, created roadmaps on selected socio-technical visions. In the final research phase, the action workshop, a set of actions to be taken by the key players in the Nordic countries was depicted.

the actual roadmapping process was able to endorse new ideas about markets, services, and solutions in the topic areas.

The roadmapping process was also able to foster a shared understanding of the critical future gaps,

process-based roadmapping is one potential avenue for the construuctio of such mobile strategies. On the basis of the cases, it can be assessed that roadmapping is most applicable to processes aimed either at the technology space, the social/actor space,

or the strategy space. In the case of the visionary space, methods that bring more creative latitude,

or making experimental mini-scenarios, could be handiie than more structured roadmapping. In addition, exploratory approaches based on, for example, modelling, simulation,

First, the notion of systemic transformation capacities should be analysed from perspectives other than roadmapping. The lessons of the article could be ennobled by putting them in a dialogue with other foresight methodds such as scenario and weak signal analysis.

'Note 1. In this article, it is not possible to provide a review of the origins and different dimensions of roadmapping.

He has published widely in the field of foresight, on topics such as roadmapping, emerging technologies and infrastructures,

Lecture at the roadmapping course for DIIRD (Department of Industry, Innovation and Regional development), Victoria, Australia.

Roadmapping the societal transformation potential of social media. Foresight 12, no. 5: 3 26. Ahlqvist, T.,H. Carlsen, J. Iversen,

Innovation policy roadmapping as a systemic instrument for forwardloookin policy design. Science and Public policy 39, no. 2: 178 90.

Technology road mapping: Linking technology resources into business planning. International Journal of Technology management 26, no. 1: 12 9. Geels, F. W. 2004.

Customization of technology roadmaps according to roadmapping purposes: Overall process and detailed modules. Technological forecasting & Social Change 72, no. 5: 567 83.

Technology roadmapping in review: A tool for making sustainable new product development decisions. Technological forecasting & Social Change 71, no. 1 2: 81 100.

Technology roadmapping: Linking technology resources to business objectives. Cambridge: University of Cambridge. http://www. ifm. eng. cam. ac. uk/ctm/publications/tplan/trm white paper. pdf (accessed August 18, 2009.

Technology roadmapping a planning framework for evolution and revolution. Technological forecasting & Social Change 71:5 26.

An architectural framework for roadmapping: Towards visual strategy. Technological forecasting & Social Change 76:39 49. Smits, R,

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