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Next Generation Roadmapping: Establishing Technology and Innovation Pathways Towards Sustainable Value
This book comprises 12 chapters, covering a range of practical and conceptual aspects of roadmapping, including strategic alignment in organisations, analysis methods and techniques, together with a series of technology roadmapping case studies in the energy sector.
The following three chapters consider aspects of organisation alignment, including horizontal and vertical system dependences and synchronisation, how roadmapping can relate innovation priorities to strategic organisational objectives, and the harmonising role of key performance indicators in strategic planning. 1. Vinayavekhin and Phaal introduce roadmapping in terms of both structure and process, emphasising the role of roadmapping as a support service to core business processes such as strategy and innovation, and its diagnostic and problemsolving functions. The fexibility of roadmapping is discussed with reference to various aspects of internal and external ‘strategic fit’. The systems basis of roadmapping supports horizontal alignment, vertical integration, and temporal synchronisation, which are key aspects of developing coherent strategic plans. 2. Bereznoy and Snegirev explore the main issues that large companies typically face in the process of transition from the formulation of innovation strategies to their practical implementation. They consider how technological roadmaps are used to address these issues in actual corporate practices and to align innovation to broader business strategy and organisational context. 3. Amalishiya and Daim consider how Key Performance Indicators (KPIs) can be incorporated into roadmaps, to ensure alignment between business initiatives and corporate strategy and goals. Focusing on New Work SE, which provides online professional business networking platform, online surveys and interviews were undertaken to understand the barriers and enablers to effective deployment of a KPI framework. A roadmap was developed to cultivate a healthy KPI culture in the organisation, to encourage collaboration without the negative impacts that performance management system can sometimes generate.
