[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-243225-105":53,"doc-detail-243225-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","roadmapping-for-strategy-and-innovation-overview","Roadmapping for Strategy and Innovation - Overview","","Roadmapping approaches are used across companies, sectors and national bodies to align research, investment and other initiatives with clear goals and strategy. The paper outlines the technique and explains how roadmapping can strengthen innovation and business strategy by building shared understanding of priorities and the actions needed to progress. The discussion includes origins in industry practice, key mechanisms such as multi-layer time charts and stakeholder alignment, and a case study illustration.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/roadmapping-for-strategy-and-innovation-overview/243225/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/roadmapping-for-strategy-and-innovation-overview/243225.png","ImageObject",442,249,{"name":88,"@type":89},"Jacob","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-19","2026-09-12",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",13,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"What is the main purpose of roadmapping in strategy and innovation?","Question",{"text":109,"@type":110},"To align research and investment with goals and strategy, enabling innovation planning through stakeholder consensus on priorities and actions.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"How did technology roadmapping originate and spread?",{"text":114,"@type":110},"It was developed by Motorola in the 1970s to improve alignment between technology and product development, then adopted widely across organizations in different sectors.",{"name":116,"@type":107,"acceptedAnswer":117},"What are the key roadmap formats discussed?",{"text":118,"@type":110},"The paper highlights graphical, high-strategic views and particularly a multi-layer, time-based chart that can represent both demand and supply perspectives.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},243225,1791735087,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":136,"language":137,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":138,"faqs":139,"seo_title":140,"seo_description":61,"update_tm":141,"read_time":76},962084931830,"https://ap-avatar.wpscdn.com/davatar_a8503ba1806abce46bf441b54a3ca4cd","13 January 2020  \nRoadmapping for strategy and innovation  \nRobert Phaal  \nCentre for Technology Management, Institute for Manufacturing Department of Engineering, University of Cambridge  \nSummary  \nRoadmapping approaches are now widely used at company, sector and national levels to align research and other investments with goals and strategy. This paper provides an overview of the technique, focusing on how roadmapping can support innovation and business strategy, building consensus on priorities and actions required to move forward, illustrated with a case study.  \n1. Introduction  \nTechnology roadmapping was originally developed by Motorola in the 1970s to support improved alignment between technology and product development, providing a structured visual depiction of strategy, as illustrated in Fig. 11. Since then the approach has been adopted widely by many organisations in different sectors around the world, at company, sector and national levels. The underlying concept is very flexible, and roadmapping methods have been adapted to suit many different goals, supporting innovation, strategy and policy development and deployment2.  \nFig. 1 – First published Motorola technology roadmap, for car radios1, linking technology investment to product strategy, looking forward 10 years  \n1 Willyard, C.H. and McClees, C.W. (1987),“Motorola's technology roadmap process”, Research Management, Sept.-Oct., pp. 13-19.  \n2 Phaal, R. , Farrukh, C.J.P. and Probert, D.R. (2004),“Customizing roadmapping”, Research Technology Management, 47 (2), pp. 26-37.  \nThe most frequently cited benefit of the roadmapping approach is communication across functional and organisational boundaries. The process of roadmap development brings together the various key stakeholders and perspectives, building consensus. Once a roadmap has been developed it can be more widely disseminated, acting as reference point for ongoing dialogue and action.  \nBob Galvin, who was CEO of Motorola during the period when roadmapping was established, provides the following definition3 : “A‘roadmap’ is an extended look at the future of a chosen field of inquiry composed from the collective knowledge and imagination of the brightest drivers of change in that field”. This definition emphasises the importance that knowledge and expertise plays in the process, the forward-looking nature of the approach, and its flexibility.  \nMany different approaches to roadmapping have been developed, and roadmaps can take many forms, although generally the focus is a graphical representation that provides a high-strategic view of the topic of interest. The most flexible and powerful framework for the creation of roadmaps is illustrated schematically in Fig. 2, comprising a multi-layered time-based chart, bringing together various perspectives into a single visual diagram. This type of roadmap enables both‘demand’ and‘supply’side views to be represented, balancing‘market pull’and‘technology push’.  \nFig. 2 – Schematic multi-layered roadmap, aligning multiple perspectives, highlighting fundamental generic strategic questions in red  \nThis holistic roadmap framework shown in Fig. 2 links directly to fundamental questions that apply in any strategic context:  \n1. Where do we want to go? Where are we now? How can we get there?  \n2. Why do we need to act? What should we do? How should we do it? By when?  \n3 Galvin, R. (1998), ‘Science roadmaps’, Science, 280 (5365), pp. 803.  \nThe generic form of roadmap illustrated above highlights the flexibility of the approach, which can be readily adapted to suit a wide range of goals and contexts. In essence, roadmaps are simple, adaptable ‘strategic lenses’ through which the evolution of complex systems can be viewed, supporting dialogue, alignment and consensus. The systematic multi-layered format is helpful for developing strategy, but may not always be the best way to communicate strategy, depending on context, purpose and audience. Alternative formats may be ","cbCaic9H8AEXKzjP","https://ap.wps.com/l/cbCaic9H8AEXKzjP","pdf",1465838,9,"English","# Introduction\n## Origins and benefits\n## Roadmap forms and frameworks\n## Sector adoption and public influence\n## Case illustrations","[{\"question\":\"What is the main purpose of roadmapping in strategy and innovation?\",\"answer\":\"To align research and investment with goals and strategy, enabling innovation planning through stakeholder consensus on priorities and actions.\"},{\"question\":\"How did technology roadmapping originate and spread?\",\"answer\":\"It was developed by Motorola in the 1970s to improve alignment between technology and product development, then adopted widely across organizations in different sectors.\"},{\"question\":\"What are the key roadmap formats discussed?\",\"answer\":\"The paper highlights graphical, high-strategic views and particularly a multi-layer, time-based chart that can represent both demand and supply perspectives.\"}]","Roadmapping for Strategy and Innovation - Overview | PDF",1789201546]