347 research outputs found
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Technology roadmapping: Industrial roots, forgotten history and unknown origins
Technology roadmapping has an established and proven track record for helping organizations with their strategy, long-term planning, innovation and foresight activities. Technology Forecasting & Social Change has played a leading role in disseminating research on roadmapping and, so, for its 50th anniversary issue, this paper provides a historical account of the emergence of roadmapping from the practices developed and deployed by technological-based organizations. Motorola, BP, Philips, EIRMA, Lucent Technologies and the Semiconductor Industry Association have all made significant contributions leading to the modern form that embodies a temporal, multi-layered, systems-based approach underpinned by the ‘market-product-technology’ structure (i.e. why-what-how). However, the industrial roots of technology roadmapping can be traced back to an earlier period, which is, as of yet, unacknowledged in the technology and innovation management literature. There is the overlooked or, perhaps, forgotten history where organizations such as NASA, Boeing, GE, Lockheed, USAF, Rockwell International and the U.S. Department of Energy initiated and advanced the practice of roadmapping – through this publication, their contributions will now be given the credit they so rightfully deserve
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Visualizing roadmaps: A design-driven approach
Because they are highly visual, roadmaps can be a strong enabler of communication between different stakeholder groups and across organizations. However, the visual design of roadmaps has been largely overlooked, with little attention given to their graphic design, undermining their value as communication tools. A design-driven approach to developing a roadmap template can help practitioners create a roadmap whose visual elements support their communication goals. The design process methodology begins by eliciting the key information that needs to be conveyed by the roadmap, so that content can be aligned to audience requirements. This distills a common voice and a set of consistent messages. The approach finishes with the design of tailored visual representations that can be used to present clear and meaningful narratives to specific stakeholders.Electronic version of an article published in Research-Technology Management (RTM), Vol. 58, No 4 (2015), pp. 45-54. Available online http://dx.doi.org/10.5437/08956308X580425
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Technology management as a profession and the challenges ahead
This paper is aimed at current and future managers in the field of technology management (TM), and those who train and educate them. After briefly describing TM as a management discipline, the potential challenges likely to rise in the field are introduced according to three processes given in the TM framework: innovation, operation and strategy. Then, a set of propositions are developed regarding the potential impact of those challenges on TM professionals. Concentrating on a long term perspective provides TM professionals with the opportunity to consider their existing knowledge and skill base so that they can prepare for the challenges they will face in the future. The paper ends with implications for professionals and educators.This is the author accepted manuscript. The final version is available from Elsevier via http://dx.doi.org/10.1016/j.jengtecman.2016.05.00
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Integrating Multiple Stakeholder Interests into Conceptual Design
The engineering design process transforms stakeholder needs into design specifications. This study focuses on the engineering design process for systems of products and services known as product-service systems (PSS) and proposes a novel way to analyze PSS ideas by four characteristics: customer perceived value level, connectivity number, type and degree of connectivity, and configuration type. The process to apply this characterization scheme examines the inter-dependencies within a PSS and between the PSS and its environment and holistically incorporates the interests of customers, end-users, and social and environmental stakeholders early in the development process. This process clarifies design specifications in seven cases across five industries
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Characterizing product-service systems in the healthcare industry
Since the 1970s, marketing and innovation management communities have been investigating how to
incorporate customer-desired functions into new product and service designs. These wide-ranging enquiries
have shed light on the impact of lead-user engagement in new product development, demonstrated ways to
examine service production and delivery, such as the use of ‘line of visibility’ in service blueprints and the
modeling of ‘service encounters’, and have created new terms such as ‘value co-creation’. Despite these efforts,
recent reviews have identified the lack of an holistic approach to new product-service system (PSS)
development. This deficiency needs to be rectified, especially for complex PSS developments in regulated
industries such as healthcare, as often there are multiple stakeholders posing conflicting priorities to the
development team.
This paper describes a PSS characterization approach that supports the early-stage new PSS development
process. The approach is generated from eleven healthcare case studies, involving twenty-five new products,
services and PSSs. Following the methodology of action research, further cases are selected for the application
of the approach to a new product, service or PSS concept in facilitated workshops. Initial implications of
employing this approach in three cases are discussed in this paper.This is the author accepted manuscript. The final version is available from IEEE at http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=6921091
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Characterizing product-service systems in the healthcare industry - An internal stakeholder perspective
This paper presents a preliminary productservice
system (PSS) classification framework, which
challenges the existing schemes that have not distinguished
between service and intangible product. Two recently
completed cases in the health information and
communications technology (ICT) sector have revealed new
dimensions for PSS classification from the perspective of
internal stakeholders, that is those within the company who
are directly involved in the new PSS development. These
new dimensions are volume, value, and quality. Volume is
the relative number of product / service elements in the PSS.
Value is the relative product / service contribution to the
worth of the PSS. Quality is the features, knowledge, skills
and attitudes that affect the successful usage of the PSS.
The findings also suggested that a PSS configuration
might remain constant when the product and service
proportions change. The results from these two cases have
provided important directions for further work in PSS
classification.
KeywordsThis is the final version. It was first published by IEEE at http://ieeexplore.ieee.org/xpls/abs_all.jsp?arnumber=6838044
Recommended from our members
Characterising product-service systems in the healthcare industry
Since the 1970s, marketing and innovation management communities have been investigating how to incorporate customer-desired functions into new product and service designs. These wide-ranging enquiries have shed light on the impact of lead-user engagement in new product development, demonstrated ways to examine service production and delivery, such as the use of „line of visibility‟ in service blueprints and the modelling of „service encounters‟, and have created new terms such as „value co-creation‟. Despite these efforts, recent reviews have identified the lack of an holistic approach to new product-service system (PSS) development. This deficiency needs to be rectified, especially for complex PSS developments in regulated industries such as healthcare, as often there are multiple stakeholders posing conflicting priorities to the development team. This paper describes a novel PSS characterisation approach that supports the early-stage new PSS development process. The approach is originated from eleven healthcare case studies, involving twenty-five new products, services and PSSs. Following the methodology of action research, further cases are selected for the application of the approach to a new product, service or PSS concept in facilitated workshops. Initial implications of employing this approach in three cases are discussed in this paper.This is the author accepted manuscript. The final version is available from Elsevier via http://dx.doi.org/10.1016/j.techsoc.2015.05.01
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Value co-creation in early stage new product-service system development
This is the final version. It was first published by Linköping University Electronic Press at http://www.ep.liu.se/ecp_article/index.en.aspx?issue=067;article=030.The need to develop systems that comprise medical equipment and services to improve healthcare service efficiency and availability has become a pertinent concern in developed countries, as governments continue to focus on controlling healthcare expenditure. This research intends to explore value co-creation with multiple stakeholders at early stage new product-service system (PSS) development in regulated industries such as the medical equipment industry.
This paper identifies the literature gap of stakeholder involvement in the process of new PSS development and compares the identified gap with the experience of industry practitioners. The fields relevant to the research focus are described and the characteristics of a new PSS are proposed as the basis of the research. This paper concludes with an initial proposition, that there is a need for an holistic approach to new PSS development and to have early multiple stakeholder input
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Technology Roadmapping for mission-led agile hardware development: a case study of a commercial fusion energy start-up
Despite several decades of dedicated R&D, fusion, a potentially world-changing energy source, remains decades away from commercialisation. The majority of development thus far has been via publicly-funded programmes led by government laboratories focused on scientific research and in which commercialisation strategy and innovation play a minor role. Generally, such programmes follow a linear model of innovation in which commercial aspects are not considered until later in development. In consequence and without intention, devices not well-suited for commercial application are being pursued. In recent years, however, privately funded fusion start-ups have emerged with the goal of accelerating the commercialisation of fusion. Fusion start-ups are, by necessity, operating on a fundamentally different model of innovation: agile innovation, whereby technology is developed flexibly and iteratively towards an explicit commercial goal. Technology Roadmapping is a method that has been effective for supporting agile innovation but thus far has had limited application to mission-led hardware development. We characterise the key features of the fusion innovation approach and create a novel Technology Roadmapping process for fusion start-ups, which is developed via a case study with Tokamak Energy Ltd. The main elements of the developed process, the resulting Technology Roadmap, and its impact are presented
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Twenty years of technology and strategic roadmapping research: A school of thought perspective
© 2020 Two decades ago the thirtieth-anniversary special issue of Technological Forecasting and Social Change correctly anticipated the widespread adoption of technology and strategic roadmapping at firm, sectoral and national levels. In this article, we explore the evolution of roadmapping studies since that time. Drawing on a mixed-methods approach (i.e. topic modelling, genealogical analysis, content analysis and interviews), we reveal the development of seven distinctive ‘schools of thought’: the Cambridge practical school, the Seoul school, the Portland and Bangkok schools, the Cambridge phenomenological school, the Beijing school and the Moscow school. We show that the schools differ in terms of (a) the research orientation, whether it be solution- or theory-oriented; (b) the research methods and data sources being used; and (c) the nature of contributions that each school seeks to achieve. The different areas of emphasis associated with each school are not competing but complementary, and together they develop the eclectic body of knowledge on roadmapping
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