Strategic roadmapping has been in use since the mid-1940s but it is only in the last 15 years that the theory and practice of effective roadmapping have become more prevalent.  Roadmapping is a technique to create, synthesize and communicate complex information over some time horizon.  It is used by organizations of all sizes and many

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Companies are frequently looking for growth, innovation and productivity gains to enhance their prospects over the longer term. Unfortunately, more 90% of strategy fails to some extent (Link to Blog Post). For business and technology leaders, making sense of new technologies and effectively and at speed is crucial. Creating well-aligned new product programmes that are

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Strategic roadmapping events rapidly develop draft business cases for innovative solutions, but do you have the organisational machinery to turn those ideas into value?  Roadmapping: Without implementation, it’s just a nice chat… You’ve invested in creating your strategic roadmap. You carefully selected the strategic topic: an imperative for your organisation. Then you selected the workshop

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Simon is a VP of innovation for a large equipment manufacturer supplying the rail sector and is charged with building new momentum into the product pipeline in the next 7 years. But the link between new technologies and the commercial gains are unclear. Gillian is a commercial director in a growth SME in the chemicals

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Innovation 2012, the report by UK.GOV on the state of UK business innovation did not make for comfortable reading. On the back of the financial crisis companies where holding back investment in new products, services and ways of doing business. In 2011 only 31% of UK firms from SMEs to large companies were “Active Innovators.”

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In my last few articles I have built a case that large organizations should invest energy in actively designing their early phase of the innovation process – the so-called “Fuzzy Front-End” (FFE) in a way that it delivers meaningful and promising innovation ideas and concepts. It is emerging practice that there are some key design

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In this series of articles we have built a case that large organizations should now focus their innovation efforts on correctly organizing their Innovation Front End – the place which is inherently ambiguous, but also the region of greatest potential. The term “Fuzzy Front-End” (FFE) refers to the early innovation phase where “fuzzy” refers to

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The so-called fuzzy front-end of the innovation funnel is a region that is, by definition uncertain. But it’s also full of opportunity for companies if they want to really enhance their innovation results. It takes more than (only) budget. Innovation is on top of the agenda Study after study shows that “innovation” has a premier

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…about where to focus your efforts. Pity the corporate innovator. Not only have large companies become more complicated on the inside when separated by geography, corporate initiatives and the beloved SBU. But on the outside the external world has become swamped with challenges and opportunities, from “big data” to new technologies and hyper-segmented markets. At

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