How to create a successful
strategic roadmap
Roadmapping
IfM approach
Consultancy
Courses
Case studies
Resources
Roadmapping
IfM approach
Consultancy
Courses
Case studies
Resources
This page gives an overview of some of the stages involved in creating a roadmap, including how to create a roadmap, who is usually involved and how you can communicate your roadmap to key stakeholders.
This page gives an overview of some of the stages involved in creating a roadmap, including how to create a roadmap, who is usually involved and how you can communicate your roadmap to key stakeholders.
HOW DO YOU DEVELOP A ROADMAP?
The roadmap template (including structure and format), and associated roadmapping process always need to be customised to match purpose and context (to a greater or lesser extent) depending on novelty of application.
However, the following seven steps are normally involved in developing a roadmap:
Clarify application context
In terms of the organisational processes and needs that roadmapping will address and anticipated outputs and benefits, together with any constraints (e.g. budget and duration) and assumptions that apply. It is helpful to form a small steering group to support design and management of the process, including the roadmap owner (‘customer’), process facilitator and other selected stakeholders.
Design the roadmap template
Structure to fit the context and aims, in terms of layers and sub-layers (important system perspectives), and timeframes.
Design the roadmapping process
That will lead to a roadmap that is fit for purpose, in terms of quality (i.e. sufficient to build confidence and consensus about decisions and actions arising). The process is likely to be divided into phases, and incorporate various elements of data collection and analysis, stakeholder consultation (e.g. interviews, surveys, workshops), and the use of other supporting tools and frameworks.
Identify key stakeholders
That should be involved, which relate largely to the layers and sub-layers represented in the roadmap structure and process steps.
Implement roadmapping process
Adapting to circumstances and learning, always keeping in mind the specified organisational needs and benefits defined in the first step.
Validate and use the roadmap
Refining and updating it as appropriate.
Reflect and learn from the process
To improve and refine the method moving forward, and consider how roadmapping as an overall process and system will be developed within the organisation if relevant. This is a change management process, which will require senior management support, resources, and time, as the holistic nature of roadmaps has broad organisational impact.
WHO IS INVOLVED IN DEVELOPING A ROADMAP?
Only a limited number of people can be directly involved in roadmap creation, but, once developed, roadmaps facilitate much wider stakeholder consultation and engagement.
When embarking on a roadmapping activity, consider the following stakeholder groups:
- Roadmap ‘owners’ and ‘customers’ (that are responsible for the overall roadmap content, decisions and budgets, and those that the roadmap seeks to influence);
- Process facilitators (that will be responsible for operational deployment of the roadmapping activity);
- Key functional representatives (that have responsibility and expertise relating to the various layers and sub-layers of the roadmap structure); and
- Other participants (that are necessary for success – e.g. customers or suppliers, external experts, operational representatives).
IMPROVING COMMUNICATION
It is often said that the process of roadmapping is more valuable than the roadmap itself. The roadmap structure helps to organise conversations and capture perspectives, providing a common reference point and resource for strategy. This helps with interaction and communication, building trust and consensus, and reducing conflicts and information asymmetries in the organisation.
HOW SHOULD YOU COMMUNICATE YOUR ROADMAP TO STAKEHOLDERS?
Roadmaps can be considered as ‘pictures that tell stories’, and thinking about the narrative/s that accompany the visual roadmap diagram are key to its development and dissemination. Each layer and sub-layer of the roadmap will be associated with a time-based narrative, with the interconnections between these layers defining the overall strategic narrative, in the short-, medium- and long-term.
While roadmaps should be designed to be readable in isolation, typically a supporting narrative is useful. Often roadmap diagrams are included in reports, strategy documents, proposals, and business cases, with narrative support provided in associated text.
Roadmaps are often included in presentations, which can be animated to support communication of the roadmap. Many roadmaps are published on the internet for communication and dissemination, which may include options for feedback and interaction. Software systems that support roadmapping include many features that aid communication and interaction.
WHEN SHOULD YOU REFRESH YOUR ROADMAP?
To support strategic navigation, roadmaps should be dynamic, and need to be updated periodically as events unfold and new knowledge becomes available. Often, this refresh rate is driven by the processes that roadmapping serves, such as review points in new product and technology development processes, or annual strategy and budgeting cycles.
The required update frequency depends on the rate of change of the system. For example, software and electronics technology move quickly, compared to materials technology and infrastructure, so more frequent updates will be required. There may be other triggers for updating a roadmap, such as competitor actions, new regulations, or other disruptions to business as usual.
Updates to roadmaps may be incremental or more dramatic, depending on the nature of the changing environment. Even for incremental innovations, occasionally a ‘blank sheet’ approach is warranted, to test assumptions and to stimulate creative thinking.
Download the complete guide ‘An Introduction to Strategic and Technology Roadmaps’ where we share expertise and top tips to help you with your own roadmap.
WHAT MAKES A ROADMAP SUCCESSFUL?
The future is inherently uncertain, so the success of a roadmap should not be judged based on how accurate it is as a forecast. Some of the most successful organisations that utilise roadmapping understand this and regularly review and update their roadmaps as events unfold and knowledge is gained.
Rather, success should be judged according to the service that roadmapping provides to the business in terms of confidence and consensus around decisions and actions arising from each iteration.
Factors that directly impact on success include:
- Clarity of purpose in terms of what benefits are sought from roadmapping;
- Designing roadmap structure and format to fit purpose and context;
- Designing and implementing an effective and efficient process to gather, analyse and synthesise relevant information;
- Involvement and consultation with relevant stakeholder groups; and
- Process reflection and learning, to continuously improve the process and outcomes.
TOP TIP: AVOID TOO MUCH DETAIL
As a navigational tool, roadmaps should focus on the overall strategic level of information necessary to co-ordinate activity in the system. Burdening roadmaps with too much detail will reduce important strategic impact and increase the effort required to maintain them. Ensuring roadmaps focus on the most important strategic issues, and that roadmapping processes are as light and agile as possible, maximises benefits and minimises costs.
Download a complete guide covering ‘An Introduction to Strategic and Technology Roadmaps’ where we share our expertise and top tips to help you with developing your own roadmap.
ENGAGE WITH US
IfM Engage has helped more than 300 organisations with their strategic and technology innovation planning through roadmapping. We work with clients to blend consultancy, training and mentoring depending on project requirements to build capability and expertise.
The IfM Engage approach is built on a foundation of University of Cambridge research, so as new findings emerge, we integrate them into our toolkit to ensure our approach remains world-leading.
Are you interested in finding out more about roadmaps including tips and examples? Download the complete guide ‘An Introduction to Strategic and Technology Roadmaps’.
