Since its origins in Motorola in the 1970s (1), technology roadmapping has been adopted widely by many organizations in different sectors around the world. The underlying concept is very flexible, and roadmapping methods have been adapted to suit many different goals, supporting innovation, strategy and policy development and deployment (2). Roadmaps generally take the form of a graphical representation that provides a high-level strategic view of the topic of interest, supported by appropriate documentation. The most flexible framework comprises a multilayered time-based chart, bringing together various perspectives into a single visual diagram (Figure 1). Companies require effective, rapid and flexible (agile) methods to make strategic decisions in a world that is becoming ever more competitive. The increasing pace and complexity of technological innovation requires effective communication between commercial and technical parts of the organization. Fast-start roadmapping techniques meet these requirements; they are based on workshops that bring together the various stakeholders involved, using wall charts structured in accordance with roadmapping principles to guide discussion and capture views (3,4). Case Experience Stimulated by the fast-start roadmapping method, five roadmapping applications have been undertaken in the Basque region of Spain. The applications are diverse, as shown in the Table, next page, including the factors that characterize and differentiate each application, which resulted in the need to adapt the approach for each case. The scope, context and aims varied among the cases: * Linking technology projects with marketing objectives for a firm that manufactures and services equipment for the building sector (Case A). * Exploring and leveraging synergy opportunities to achieve more ambitious innovation goals for three companies belonging to a group that produces components for home appliances (Case B). * Aligning R&D with emerging trends in the automotive sector for a research organization that belongs to a group of component manufacturers producing complex geometric components specified by OEMs for global markets (Case C). * Identifying, specifying and evaluating new opportunities (and associated research challenges) that could exploit strengths in established technological capabilities, at both firm and research consortium levels (Cases D and E, respectively). [FIGURE 1 OMITTED] From the five cases summarized above, a number of concepts and issues relevant to strategic technology and innovation management have emerged: 1. Setting Aims and Approach A roadmap shows the navigational route from the current situation to the desired future state, with the roadmapping process following a reasoning path to produce the roadmap from available information and resources. The approach needs to be tailored to the specific application and company context. Innovation drivers (factors that stimulate the setting of an innovation goal) influence the way in which roadmapping is customized--in particular, the order in which the layers of the roadmap are tackled: * Market factors: Cases B and C, which both involved customer-focused organizations, adopted a market-pull approach where priorities relating to market needs were set before considering product requirements and how technology could be used to address them. * Technology factors: Cases D and E adopted a technology-push approach, with a mixed push-pull process for Case A (a business with a stable relationship with universities and research organizations). In all these cases strong technology development activities were in place, but there were concerns regarding commercialization. 2. Structuring the Roadmap Developing an appropriate roadmap structure requires the identification and organization of all relevant aspects that must be considered and analyzed. …
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