successful approach to jumpstart a dedicated
roadmapping effort, enable it to reach a critical
mass of cross-functional support, and use it as a
strategic decision-making tool.
What challenges and
obstacles to expect when implementing product and
technology roadmaps and how to overcome them.
How roadmapping ties
in with the rest of your planning processes (e.g.
portfolio management, scenario planning, QFD, etc)
International balances roadmap content to
achieve both short-term and long term alignment
use of roadmapping to connect business strategies,
brand and product plans, and technology strategies
to deliver business growth.
efforts to break down roadmapping adoption barriers
and develop a process for transitioning its
roadmapping activities from being just another
corporate initiative to becoming “the way the
company does business”.
How to make
roadmapping a critical component of your strategic
planning process and ensure a common vision across
multiple functional groups.
use of strategic roadmapping to determine when to
rely on collaboration versus internal development
Key steps for
innovating across your supply chain – how to enable
competitive advantage via key tools and techniques.
How to link portfolio
management to your innovation strategy and attain
focused resource and pipeline management.
Ingersoll Rand’s success at driving innovation
by deploying processes and tools to understand unmet
customer needs and link them to a portfolio of
potential business opportunities.
The key differences
between strategic and tactical portfolio management
and how to deploy portfolio management as a
effective combination of consensus portfolio
prioritization with project management basics and
the major benefits gained.
approach to real change and continuous improvement:
the implementation of System Dynamics Modeling as an
integration tool and Value Network Analysis to break
down functional group boundaries.
organizations are integrating their innovation
strategy, portfolio management and new product
development processes into one seamless process.
The potential value of
formalized knowledge transfer and re-use of product
and development processes to help alleviate multiple
business problems without repeated re-invention.
How to incorporate
predictive analytics into marketing, risk
management, product design and innovation portfolio
Proven tools, metrics,
and management techniques for successfully
implementing “Open Innovation” relationships such as
Framework® and the Alliance
importance of aligning the goals and strategies of
your own organization before considering external
innovation partnerships – how to help your partners
align their goals and strategies
Products’ approach to open innovation including
the transfer of technology both into and out of the
organization, the transfer of the best technology
within the organization globally and the use of
external resources to fund internal development.
Hawker Beechcraft’s transformation from a “do it
yourself” organization to an OEM partner of choice
in the aviation industry.
structures that help and hinder Open Innovation
resolving cultural differences in alliances and
How to design the
right model and choose the right partners to build a
sustainable innovation capability
Key elements in
building the capability to mobilize others to lead
strategic change – creating the ability to sense,
respond and lead disruptive change
How to apply the
disciplines of strategic execution to address the
barriers to change in your organization and build a
more effective innovation engine.