| Roadmap (299) |  |
| Roadmapping (299) | |
| Technology roadmap (67) | |
| Roadmap (299) | |
| Roadmapping (299) | |
| Technology roadmap (67) | |
There is a wealth of literature focusing on the functions, uses and tools of roadmaps in high-technology companies andmncs 3 20.
In some MNCS separate roadmaps are developed based on anticipation of multiple future scenarios 13 cf. also 26.
which are able to commission roadmaps for dissemination among their members5, they are in a difficult situation to develop
or buy roadmaps of the fields they work in. Literature in the management of innovation, expectations management and sociology-of-technology fields has stressed repeatedly that for assessments during early stages of technological emergence, more‘open-ended'
but at a too general level. 7 3 We note in passing that‘roadmaps'in the public sector often seem to be no more than outlooks on the future of a field or sector,
'4 Even though group leaders may use roadmap-type forecasts to organize financial support for their research. 5 As the Dutch Minacned consortium did in 2006 with their‘Roadmap Micro/Nanotechnology in Food';
'roadmaps). ) In other contexts it may be useful to differentiate, such as with‘anticipatory tools'(foresight exercises, bibliometric analyses, scenario planning, etc);
Predictions and projections of all sorts can be made (as in roadmaps) outlining the future path of socio-technical development.
there have been numerous Strategic Support Actions (SSA) of the FP6 Thematic areas that supported roadmap building
At the level of Frontiers the tool has been taken up in official documents as MPM-1 was included in the first round strategic planning document known as the Frontiers Roadmap for 2006/2007.
Further developments of MPM-2 will be included in the following evolutions of the roadmap, however monitoring the affect
Manag. 46 (2 march April 2003) 31 40.4 D. Barker, David J. H. Smith, Technology foresight using roadmaps, Long Range Plan. 28 (2
Change 6 (1997) 97 115.9 T. A. Kappel, Perspectives on roadmaps: how organizations talk about the future, J. Prod.
Manage. 49 (4 november 2002) 375 387.25 R. N. Kostoff, R. Boylan, G r. Simons, Disruptive technology roadmaps, Technol.
A New approach toweb Applications, 2005, Retrieved 15 may 2007, from http://www. adaptivepath. com/ideas/essays/archives/000385. php. 27 W3c (World wide web Consortium), Roadmap
4 february 2008,2008, Accessed 28 august 2008. http://www. w3. org/TR/wai-aria-roadmap/./28 Wikipedia, WAI-ARIA, 2008, Accessed 28 august 2008. http://en. wikipedia. org/wiki/Accessible rich internet applications. 29 R. Henderson, K. M. Clark, Architectural innovation:
typically reported as scenarios, visions, roadmaps and action recommendations. The time horizon varies from some five to fifty years,
INNORISK project aims at applying Back-pocket roadmap 30 (also called Agile Roadmap), SWOT analysis 31,32 and IBM's Signpost methodology tools together with Potential Problem/Opportunity (Risk analysis
a medium-size company offering control systems for high-tech companies, a medium-size technology company and a large-size technology company. 2 The back-pocket roadmap starts
In the medium-size technology company a roadmap of the offering of the company in the future was done
Roadmap, SWOT analysis and Signpost foresight methods were integrated in the risk assessment process. Risk analysis methods and climate change scenarios were integrated.
Outlooks, proposals of the future developments, scenarios, visions, roadmaps, action recommendations. Time horizon 0 5 years 5 50 years Phases Scope definition, risk identification, risk estimation (probability, consequences), risk evaluation The pre foresight phase
, 2008.30 T. Ahlqvist, VTT Backpocket Roadmap, Instructions for VTT's Personnel, Espoo, Finland, 2007.31 L. Winer, Definitions of SWOTS,,
Environmental issues or Information and Communication) and formulated in roadmaps. Technological forecasting & Social Change 76 (2009) 1187 1197 Corresponding author.
4) Planning for specific actions and follow-up activities (roadmaps, etc..Steps 1 3 were carried out in 2003 and the first half of 2004,
whereas the follow-up activities and the roadmaps for some of the areas are being undertaken currently.
descriptions of areas of strategy effort Analysis of areas (present state and actor views) Hearings Roadmaps (as follow-up) Duration of the process 15 months Approximately 18 months Legitimization
Following its roadmap, the FNR first issued a call to the research community to submit ideas for new programmes.
level vision building Programming Programmes scientific priority setting Programmes stakeholders networks Sectoral vision building, context of roadmaps Performing Research institutions strategic processes Research institutions
Merging optics and nanotechnology A European roadmap for photonics and nanotechnologies 2005 2007. Exercise aimed to provide recommendations for EU R&d efforts as input for FP7 and Strategic research Agendas in two fields (Nanomaterials & Photonics.
Cf. http://www. ist-mona. org/about/roadmap. asp. 14 http://www. nanologue. net/./A. Schoen et al./
-based visionary roadmaps. Building views of the Nordic potentials in ICT development among key actors.
VTT Water Research Roadmap 2006b Informative Create common understanding on future challenges and VTT expertise. Instrumental Support the formation of different streams of R&d actions within VTT.
Autonomous There was still a significant degree of freedom to adapt to the perceived needs during the process and the development of roadmaps and scenarios.
and technology development by using the knowledge generated from roadmap activity. In the UK, the Development, Concept and Doctrine Centre (DCDC) a Directorate General of the Ministry of Defence (MOD) conducted a foresight process that produced as a key output a report‘‘the DCDC Global Strategic Trends Programme
The key foci of the VTT Water Research Roadmap were the creative combination of wide-ranging water related issues at VTT as well as the generation of new R&d initiatives.
such as those incorporated into scenarios and roadmaps. Eerola suggests that these activities of capturing information
/visions/scenarios/roadmaps/and/or action recommendations Reports on desktop surveys Background reports for focused workshops Reports on the results of SWOT/scenario/roadmap/action Integrative reports
Perhaps we should be establishing a roadmap for this sort of‘‘enhanced reality''in FTA work. 10
which have become the ethical roadmap for the future. At the same time socially responsible investment (SRI) has become mainstream
In general, several tools are combined in a scenario process (workshops, CBA, trend analyses, models, Delphi, roadmaps and others.
and routines of researchers and has shaped expectations of a new audience. 3 A second example of emerging irreversibilities are the collective roadmaps,
The fact that these roadmaps are made is an indication that actors involved in this process link up to reach a common goal.
The path as is written down in the roadmap is the expression of the shared expectation that this is the right way to go.
The roadmap, thus, functions as a device to keep the actors together. To deviate from it can only be done with increasing costs and effort,
and they provide intellectual roadmaps to answer the‘what if'questions''HIIL, 2011). To conclude, it is important to note that,
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
For a detailed discussion of the different types of roadmaps, their scopes, objectives, methodologies and time-scales see e g.
Refs. 6 8. Among the different types of roadmaps, technology roadmaps are those with the longest history.
a bs and T (science and technology, T. F.)roadmap provides a consensus view or vision of the future S and T landscape available to decision makers.
These roadmaps are intended to serve other purposes and follow more or less classical trajectories of roadmap development and application
which cannot be discussed here in any more detail. In short, the methodical challenge for our program is to develop roadmaps that combine the disaggregation level of a product roadmap with the timeframe and the inherent uncertainties of strategic roadmaps for branches or industries.
Essential part of many roadmapping concepts is organised an and moderated process with a multidiscipplinar and cross-functional group of experts to develop
In the first phase, an international working group integrating roadmap developers nanomaterials experts and knowledge transfer organisations will build branch specific roadmaps for three different industrial sectors on
which nanomaterials are expected to have major influence. In a second step, these roadmaps shall be adapted to the business culture of small and medium enterprises (SME.
SME are important drivers of some European industrial sectors and potential users of nanomaterials-based innovations.
systems analysis and project management) to participate in an experiment to develop two science roadmaps using different approaches:
Just as engineers first scoffed at them (roadmaps, T. F), . so will some scientists. But who better than scientists to experiment with an experiment that can strengthen sciences'support
Change 71 (1 2)( 2004) 1 3. 9 R. Galvin, Science roadmaps, Science 280 (5365)( 1998) 803.10 A. Grunwald, Technikfolgenabscha tzung eine
Change 71 (1/2)( 2004) 161 185.12 S. Walsh, J. Elders, International Roadmap on MEMS, Microsystems, Micromachining and Top Down Nanotechnology, MANCEF, Naples
European commission, IST Programme Future and Emerging technologies, 1999.14 G. Fernholz, Roadmaps in MEMS/MST: what do they offer
level vision building Programming Programmes scientific priority-setting Programmes stakeholders networks Sectoral vision building, context of roadmaps Performing Research institutions strategic processes Research institutions
Downloaded by University of Bucharest at 05:02 03 december 2014 772 H. van Lente Technological roadmaps basically are creative connections between expected developments in technological skills, sequences of products and potential future
such as the roadmaps on the hydrogen economy (Bakker, van Lente, and Meeus 2011). 3. 2. Force of expectations The case of Moore's Law is extreme,
for instance provided by roadmaps or other foresight results. The term Figure 1. Outwitting the hype cycle.
Perspectives on roadmaps: How organizations talk about the future. Journal of Product innovation Management 18, no. 1: 39 50.
Roadmaps, 3 scenarios, 4 and strategic options (Dixit and Pindyck 1994) are by far the most popular foresight techniques (Becker 2002;
In the face of boundary uncertainty, it is simply not sensible to use techniques such as scenarios or roadmaps.
they might start using traditional foresight techniqque (e g. roadmaps in the case of Philips) in order to deepen the investigation of state uncertainty (e g. evolution of demand for new Internet-based services on TV),
or roadmaps in order to figure out the evolution, effect, and response options to environmental changes, that is, to eventually address state, effect,
and Phd graduates. 3. Roadmaps consist of representations of interconnected nodes of major changes and events in some selected fields of the external environment, such as science, technology, and markets.
The links connecting the nodes are the roadmaps themselves, illustrating the temporal and causal relationships between nodes (Kostoff and Schaller 2001).
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.
and long term) and roadmap layers (such as drivers, markets, and enabling technologies). In the systemic context, roadmapping refers to a continuous and transparent process, not a single exercise,
1) constructing an initial roadmap with a future vision and required temporal axes (short term, medium term,
and long term),(2) translating the critical parts of the roadmap into action points, and (3) revisiting the roadmap periodically,
varying roughly from a few months to 2 years. In these checkpoints, the roadmap is assessed against the changed circumstances.
Process-based roadmapping is a scalable method that can be used to study the micro-level for example,
employees could even make their personal roadmaps and the macroleeve systemic interactions for example, when roadmapping the futures of a national innovation system.
The temporal spans of the roadmaps are also scalable and should be fitted according to the theme.
In other words, roadmaps are tools for the combination of organisational knowledge that may be‘unlinkable'with other strategic methods (see e g.
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 visual emphasis enables the use of roadmaps as crystallised strategy charts that open simultaneous perspectives both on macro-level currents
This idea of a roadmap as a crystallised strategy chart separates roadmapping from other‘generic'foresight methods, such as Delphi or scenario processes.
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.
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,
The third way to use roadmaps is to articulate demand in the context of, for example, a product or a service.
This means that one tries to understand the systemic linkages between roadmap layers, such as linkages between societal drivers
The fifth way is to identify single targets in the roadmap structure. Single targets could be useful, for example,
The sixth way is to read roadmaps as temporal sequences, that is, to identify logical temporal sequences in a specific roadmap layer, such as enabling technology.
Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture, and knowledge spaces 827 In process-based roadmapping,
1) identification of relevant knowledge spaces,(2) specification of the relevant roadmap scope, and (3) building a managerial orientation to deal with the results.
Knowledge spaces and roadmap scopes How is it possible to combine the roadmapping methodology with the creation of structural openness, an anticipatory agency,
In order to realise this, we propose a model that separates roadmap knowledge spaces from the roadmap scope.
The roadmap scope (below) refers to the level at which the roadmap is aimed. Scope is a more traditional insight into roadmapping methodology that separates, for example, technology roadmaps and market roadmaps.
Our model separates roadmaps with R&d scope and roadmaps with systemic scope. Figure 3 shows an ideal model of roadmap knowledge spaces.
In the figure we have singled out four knowledge spaces that are important in the context of RTOS (see also Table 1). The model combines the four knowledge spaces with three basic temporal scales (past, present, and futures.
In the figure, the different‘modes'of temporal objects are depicted as irregular forms. The present,
as the sphere of all actions, is the most coherent one, and the past and the futures are more incoherent.
and market drivers Strategy Strategic and holistic view of the research objects Strategic capacity of the organisation and/or entity Holistic roadmaps to be used in long-term strategic planning Technology space
transparency Communicating strategic aims Building synthesising vision (vertical and horizontal) Visionary strategising Aligning roadmap knowledge Visionary Exploration of futures on different scales of certainty Systemic
Table 2 presents the roadmap scopes in a schematic form. The first roadmap scope is R&d I, with a perspective of a single technology or object.
This is quite a traditional technology roadmap that aims to build a future perspective for a single technology. The aim of the roadmap is to identify specific action steps towards the future.
This scope is parallel to the technology space. The second roadmap scope is R&d II
with a perspective of a single organisation or firm. Basically, the view is similar to the first one,
but instead of a technology domain, the focus is on the organisational Table 2. Ideal scopes of roadmaps.
Roadmap scope Description Process aims Primary use of the roadmap R&d I: 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
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
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
The roadmap aims to develop capacities for a network or a cluster, and combines roadmap knowledge‘spaces',depending on the specific aims of the process.
The aim is to endorse business decisions on the basis of roadmapping. The fourth scope is systemic II
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.
Building Services Roadmap: 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 building services roadmap was realised in three phases in 2006 2007. In the first phase, a large background review was completed.
and verified the constructed roadmap drafts. The building services roadmap was constructed through two roadmap levels.
The first level was a metaroadmap that crystallised the project's results. The metaroadmap formed an umbrella for the second level thematic subroadmaps.
Knowledge spaces and systemic capacities The building services roadmap can be perceived as an R&d I type of technology roadmap that is aimed to contribute to the technology space and the social/actor space.
The project roadmapped a single type of technology sector and thus endorsed the organisational capacities in this domain.
The knowledge spaces of the project are summarised in Table 3. The building services roadmap operated, first, in the technology space.
and knowledge spaces 831 Figure 4. The roadmapping process in the Building Services Roadmap (Paiho et al. 2007,
) Table 3. Summary of the knowledge spaces in the Building Services Roadmap. Knowledge Key systemic capacities space Description associated with the space Forms of project knowledge Technology Exercise covered the field of building services with an explicit focus on the future possibilities,
e g. advanced materials Several novel single technology elements were embedded in the roadmaps Social/actor Exercise covered social/actor space from the selected perspectives Capacities for linking of knowledge internally, e g. construction and ICT
and systemic capacities The SSB roadmap can be perceived as an R&d II type of technology roadmap that aims to contribute to the strategy space and the social/actor space.
Construction Machinery Roadmap: strategy space and visionary space, systemic I scope The third case is an example of a systemic network roadmap.
The construction machinery roadmap was aimed to develop new service capacities for a network of technology-oriented companies,
and to foster business decisions based on a novel‘service perspective'formed in the process (Myllyoja, Wessberg, and Pajakkala 2012).
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
and to build roadmaps accentuating the following emphases: enhancing the added value for the end-user;
The temporal span of the roadmap was about 10 years, until the 2020s. Knowledge spaces and systemic capacities The construction machinery roadmap can be approached as systemic
I type roadmapping process, which aimed to contribute to the strategic and visionary spaces, and to come up with related business decisions.
the construction roadmap emphasised three aspects. The first aspect was about building new client-oriented and environmentally sustainable practices in the field
and knowledge spaces 835 Table 5. Summary of the knowledge spaces in the Construction Machinery Roadmap.
and take part in the processes of the clients Building thematic roadmaps on four project themes:(
towards integrated service packages Visionary Forming a new kind of service-oriented culture in a rather conservative field Fostering structural adaptabiliit for the adoption of new kinds of practices Building explicit visions in roadmap themes:(
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.
for example, in the form of application visions and exploratory socio-technical roadmaps. The knowledge spaces of the project are summarised in Table 6. Nordic ICT Foresight operated primarily in the strategy space.
plausible, disruptive, alternative, unlikely Assessing the explorative application visions in the context of four scenarios Creation of scenario-based visionary socio-technical roadmaps on several application visions
and created scenario-based visionary sociotechhnica roadmaps. In the capacity view, the project endorsed systemic openness towards future development options in the context of ICT,
In the cases, the targets of the systemic capacities varied according to the different knowledge spaces and roadmap scopes,
Three of the cases (building services roadmap, SSB network, and construction machinery roadmap) emphasised the building of a novel service-oriented culture,
albeit through differing knowledge spaces and roadmap scopes. The fourth case, Nordic ICT Foresight, was oriented a policy exercise targeted at national and transnational (Nordic) scales.
Two of the projects, the building services roadmap and the construction machinery roadmap were explicitly about renewing an already well-established industry with locked-in practices.
The building services roadmapwas about renewing the research emphases atvtt, and the construction machinery roadmapwas about finding newbusiness directions in the network of actors in the field.
We presented a model of a process-based roadmap with four knowledge spaces, which extends the horizons of roadmappiing We also presented four case examples the Building Service Roadmap, SSB Network, Construction Machinery Roadmap,
and Nordic ICT Foresight which all represented different roadmap scopes and knowledge spaces. Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
and knowledge spaces 839 The article created insights for managing systemic entities, such as organisations or companies, in systemic environments.
He has been working in different roadmap processes as a senior facilitator. His other fields of expertise concern
She has also been carrying on various roadmap processes. She holds a Dr. Degree in environmental policy and M. Sc. degree in environmental technology.
Roadmaps and policy-making. Lecture at the roadmapping course for DIIRD (Department of Industry, Innovation and Regional development), Victoria, Australia.
Green ICT roadmap. VTT Research Notes 2532. Arnold, E.,J. Clark, and Z. Jávorka. 2010.
Technology foresight using roadmaps. Long Range Planning 28, no. 2: 21 8. Downloaded by University of Bucharest at 05:05 03 december 2014 Systemic transformation, anticipatory culture,
Strategy roadmaps: New forms, new practices. In Diagrams 2008, ed. G. Stapleton, J. Howse and J. Lee, 127 40.
Disruptive technology roadmaps. Technological forecasting & Social Change 71, no. 2: 141 59. Kostoff, R. N, . and R. R. Schaller. 2001.
A vision of the construction machinery sector and future roadmap 2012 2020. VTT Asiakasraportti VTT-CR-00459-12.
An important new methodological aspect was the development of roadmaps, the identification of potential large-scale innovation projects,
technological roadmaps for several high-technology market segments where Russia has the possibility to improve its positions were developed,
A science or technology roadmap is like a highway roadmap that describes how one might proceed from a starting point to a final destination expressed as a vision.
Like a highway roadmap shows the intersections between roads a science or technology roadmap also shows the intersections between scientific steps or technologies 56.
A roadmap can take various forms, but generally comprises a time-based chart together with a number of layers,
roadmaps and backcasting use end-point states, while most of the other techniques described produce narratives or images of alternative future states.
Using roadmaps is an example of such a complementary technique for linking scenarios with internal innovation capabilities (i e. inward reflection.
a roadmap only operates with one vision. Linking scenarios with technology roadmapping initiates an exploratory and creative phase to identify
This‘roadmap'linking the necessary steps, contributes to the recognition that the long-term target is not only possible but also achievable.
Different from the above group, this one already leverages the combined use of roadmaps. We found that selecting areas for future opportunities are the general theme in the lessons learnt from this group.
Roadmaps directed towards a single target are likely to be inappropriate where policy intervention may direct technology towards a different trajectory altogether 70,71.
Also for the third group of scenario practice, we suggest some areas of improvement with regard to legitimizing actions by adding a planning perspective via roadmaps or similar approaches.
Comprehensive and well-designed roadmaps linking today's experiments with future images can improve the impact of the scenarios.
In addition the success of the roadmaps can be tested for different possible future images. This will provide essential information about the robustness of the innovation potential.
(what) Framing boundaries Shaped by possibility Extreme to inform the middle Eventuality Backcasting from targets Shaped by probability S&t Roadmaps Predictive Backcasting from principles Shaped by preference The natural step Visionary Empowering stakeholders (who) Expert
Visions, roadmaps, and visionary policy documents have been a main source for analyzing the social and political dimensions of nanotechnology in the broad range of STS,
scenarios and roadmaps challenging today's paradigms and basic assumptions on system dynamics. A third arena where systemic change needs to be addressed is innovation itself as its very definition seems to be shifting.
Her scientific interests are innovative approaches of scenario and roadmap development. As a mechanical engineer she has conducted various foresight projects on future prospects for industrial production and on research and innovation patterns on behalf of government authorities
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