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Problem Definition
Each day Motorola is challenged with the unwieldy task of concurrently tracking more than
10,000 future programs, each program utilizing different communications formats. With no
collaborative means of communicating business plans and strategies related to these future
programs, the process becomes unmanageable. No process existed to monitor such a high
volume of programs or identify their deficiencies in a quick and responsive manner, and there
was little sharing of common future program data. Data currently exists in multiple formats with
no immediate means to identify possible gaps and inconsistencies.
Business Issue
A well-defined technology planning process has existed at Motorola for many years, and has
provided the means for tracking the key elements of business and product planning strategies.
Bob Galvin, past Chairman of the Board of Motorola, supported the strategic roadmapping effort
by stating: “The fundamental purpose of the Technology Reviews and the Technology
Roadmaps is to assure that we put in motion today what is necessary in order
to have the right technology, processes, components, and experience in place to
meet the future needs for products and services."
Over the years, the representation of these roadmaps had become extremely static. Motorola was
not only struggling with the mismanagement of necessary information that needed to be
roadmapped but were also perplexed when it came to displaying the information on roadmaps.
This confusion became obvious at the annual “Roadmap & Technology Reviews” when the
disparate format of the roadmaps ranged from hand drawings, to PowerPoint slides and Excel
spreadsheets depicting strategic plans. The information on the roadmaps was intended to give
upper management some framework on which they could base their support decisions for the
various organizations.
In mid-1998, the Motorola Satellite Communications Group (SATCOM) implemented a
roadmapping process and software automation process that had been studied by Motorola Labs
for several years. The LMPS group in Schaumburg had built their roadmaps using this
methodology and was willing to share the software process with SATCOM. SATCOM used the
tool called TechPlan™ that had been developed by Motorola Labs in partnership with Quality
Systems and Software (QSS). This tool enabled users to continuously update and review
roadmaps that were then stored in a common database. SATCOM was praised for the reuse of
this strategic roadmapping process and for the concise, systematic method of building their
roadmaps. This capability further supported Bob Galvin's directive years prior.
In early 1999, Chris Galvin (CEO), Dennis Roberson (CTO) and the Technology Action Council
(TAC) announced their decision to rollout the enhanced Strategic Roadmapping Process across
the Motorola Enterprise. An integrated approach linking hundreds of technologies under
development with the business opportunities and the product portfolios necessary to dominate
the marketplace was required. This integration continues to be achieved through the aggressive
and focused implementation of a planning process.
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The tool developed to support this effort was called TechPlan™, and was built on a requirements
management tool called DOORS™, later migrating to VisionMap™ in May 2000. Both tools
were developed in partnership between Motorola and QSS. VisionMap™ further enabled users
to focus on the roadmap content instead of the format. The roadmaps contained underlying
information ranging from simple titles and descriptions, owners, dates, supporting data, and were
accessible with the simple click of a mouse. Access to the common database also allowed users
to continuously update their information. Linkages could also be formed between roadmap
elements depicting dependencies throughout the development process.
Shortly after the release of VisionMap™, Telelogic purchased QSS, and later announced their
decision to drop support of VisionMap™. Motorola then turned their development efforts to The
Learning Trust, who provided a suite of tools that support the strategic roadmapping process,
including the Geneva Active Digital Library (ADL), Vision Strategist, and Vision Strategist web
viewer. The ADL is used for knowledge sharing among users, training users in the roadmapping
process, and the use of Vision Strategist which creates and edits roadmaps. Vision Strategist web
viewer is used for read only access to the roadmaps, and was released within Motorola in 2001.
Geneva Vision Strategist is a powerful, web-based enterprise software solution with all the
functionality of VisionMap, plus more.
The roadmaps that are built and stored in Vision Strategist are accessible for viewing by all
registered members of the Motorola Knowledge Community. This allows the authors of each
roadmap to control edit and viewing rights of their roadmaps. Vision Strategist is: - the common software solution that supports the common process of strategic
roadmapping within the common database, “One Motorola Roadmap.”
- a powerful, web-based enterprise software solution that supports the strategic
roadmapping process.
- a web-based software solution that is used for creating and editing roadmaps within
a common database accessible across an enterprise.
- rich with features for organizing, visualizing, filtering, linking technology data with
business, project and product requirements and decisions.
- Familiar Windows look and feel - roadmaps are organized in a Project Browser that
expand/contract with a click of the mouse, showing the list of roadmaps that are nested
within a particular project.
- Web-based software for better performance - Users worldwide connect to the common
database to build and update their roadmaps.
- Access to the roadmaps is determined and controlled by the author of the roadmap.
§ The creation tool (on the toolbar) creates elements on the roadmap by simply clicking and
dragging on the roadmap canvas.
- Moving objects from place to place on the roadmap canvas is as simple as clicking on the
object and dragging it to a new position on the roadmap.
- Relationship creation is depicted on the roadmap canvas with lines and arrows and can
easily be changed by moving the pointers.
- Users are able to check out roadmaps for remote work. If the user cannot connect to the
network or needs to work off- line while traveling, the roadmap can be checked-out,
edited, and checked back into the database where all changes will be reflected.
- Each object on the roadmap has a details window with additional information related to
the object including descriptions, author, keywords, relationship information and URLs.
- The "My Favorites" folder allows the user to add favorite roadmaps to a special folder,
allowing quick access to selected roadmaps. Changes to the roadmap will be e- mailed to
the user if the roadmap is included in the My Favorites folder.
- Vision Strategist Web Viewer allows read-only access of roadmaps w/Internet Explorer.
Vision Strategist replaced VisionMap in December, 2001 and all data was successfully migrated.
The strategic roadmapping process and supporting software solutions has been used successfully
within various organizations of Motorola for 2 years. The current figures of 1400 users, and
more than 1100 roadmaps in the database, continue to grow. Users attend internal roadmap
review meetings with the roadmaps being displayed and edited online. Linkage meetings within
sectors (and across sectors) are held to coordinate relationships and initiate communications
between groups. Users span the globe-from across the United States to Krakow, Poland; St.
Petersburg, Russia; Hong Kong; Singapore; Australia, Canada and England.
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Impact on each of the following business issue drivers:
The strategic roadmapping best practice encourages participation and use of Vision Strategist as
the common software solution when building and maintaining strategic roadmaps. The benefits
of roadmapping include: advance information sharing, management of inconsistencies, the
ability to easily track alternative scenarios, ability to identify clearer linkage between technology,
business, and product plans, generate better technology decisions, and manage uncertainty.
A primary advantage of using Vision Strategist is that roadmaps are stored in a common
database. The search feature allows viewers to search by key words to locate desired
information quickly, and retrieve the roadmap that the result references. Cycle time is reduced
greatly when considering the alternative of tracking down roadmaps corporation-wide. Another
interesting feature that impacts cycle time is the ability to e- mail the author of the roadmap under
review while viewing the roadmap.
Individual users have the ability to add frequently- used roadmaps or simply a roadmap of interest
to the "My Favorites" folder. This function allows the user to quickly locate the roadmap, and
allows the user to be notified by e-mail when changes have occurred to the roadmap. This
feature can initiate communication between the two different groups automatically, and keeps
interested parties informed of the current changes.
The Vision Strategist common database currently holds 10,000 fully committed (green)
programs; 40,000 limited commitment (yellow) and uncommitted long-range (red) programs.
Registered users of Vision Strategist can view program, review the data and link to any projects
or programs. Storing all the roadmaps in one database on the same server provides faster review
time. Users can add more information to their roadmaps as others are requesting it from their
own review of the roadmaps. Adding hot links back to Compass allows users to maintain
security control on various documents.
With roadmaps built and stored in a common database using the same software, a consistent
format prevails, and users can understand the structure of the roadmaps with little explanation.
They can also form linkages to information on other roadmaps that they find necessary for their
own projects or programs. Vision Strategist allows for continual updates to the current
information on the roadmaps, and can be edited on a continuous basis with little effort.
The Strategic Roadmapping Best Practices has been widely implemented and highlights what
can be accomplished with the proper tools. This is an ongoing, continually updating process that
is a way of life in the vision management environment. The process is not static and is never
complete due to the nature of strategy building. Understanding that roadmapping is a process and
not just “drawing a picture” is the first step in building functional, productive roadmaps.
Roadmappers must understand the difference between strategies and roadmaps; vision
management and project management; and moving an organization from 'technology push' to
'business opportunity pull.' The roadmap framework must be determined – keeping in mind the
core competencies’ scope and key areas of interest. Business scope will also determine the
information to be included on roadmaps. When the information is roadmapped, it must be
assumed that roadmaps continually change and must be reviewed for accuracy on a quarterly
basis at a minimum. Many groups have already established monthly review meetings.
Each organization must identify a champion to be responsible for the organiza tion’s roadmaps,
and a team of strategic planners must hold regular roadmapping review meetings. The team may
also extend themselves to hold linkage meetings for all involved by dependencies and
relationships depicted on roadmaps. Roadmappers may be interested in attending larger linkage
meetings both within their own organization and possibly cross-sector.
Two different training courses have been designed for the e- learning environment. Both classes
were initially offered in the traditional classroom setting at Motorola University, however, due to
budget cuts and travel restrictions, training was modified to a more acceptable delivery mode -
online. Online training is scheduled on a specific date with a course facilitator in attendance to
help direct participants as well as to provide support. Courses remain open indefinitely allowing
participants to return for review at any time. Two courses support the Strategic Roadmapping
Best Practices are: Strategic Roadmapping Best Practices and Using Vision Strategist.
Motorola also offers the "ADL Tutorial" course, a quick overview of on-line courses. It's fast,
simple and very easy to follow. Classes are offered at no charge to attendees.
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The Technology Planning and Support team perform several metrics periodically to measure the
effectiveness of the Vision Strategist software. They include:
- size of the database, including objects, authors, linkages,etc.
- number of users and what organizations they belong to.
- number of committed objects, uncommitted objects, limited commitment objects
- number of roadmaps within an organization
- types of roadmaps across the company
The Report Generation feature allows database administrators to generate customizable reports
for a variety of metrics as required. Best practices success stories are continuously being tracked.
By deploying the automated roadmapping process, Motorola has saved more than $200M in the
supply management decision process. Future enhancements to Vision Strategist include a Return
on Value program analysis to be in place by May 2002. Models indicate that the effect of
automated innovation roadmapping on Motorola’s planning process may exceed $1 billion
dollars.
The innovation roadmapping best practices encourage participation and use of Vision Strategist
as the common software solution when building and maintaining strategic roadmapping. Many
organizational areas have been affected positively with the implementation of Vision Strategist.
They are: increased information sharing, ability to identify and manage inconsistencies, tracking
alternative scenarios is easier, market uncertainty is more visible, identification of linkages is
clearer and better technology decisions have been generated.
- Vision Strategist was rolled-out in Motorola in December 2001
- Currently over 1400 users
- Strategic Roadmapping process in successful use for 2 years throughout Motorola
- 1100 roadmaps in the database with +40,000 programs being tracked
- usage is on an upward trend
- Users are attending internal roadmap review meetings
- Linkage meetings are being held within sectors and business group across the company
- Users span the globe - from across the United States to Krakow, Poland; St. Petersburg,
Russia; Hong Kong; Singapore; Australia, Canada and England.
- Two on- line training courses support the new and existing users
- +6 courses are given each month
1. What are your companies’ core competencies?
2. What processes do you use to mana ge strategies within your company?
3. What roles do your technology and business people play in strategy?
4. How does your company prioritize the programs and project value?
5. How many roadmaps does your company have and where are they?
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