The strategy of an organization helps define the direction the organization is headed in-and how the organization will move from one point to another point, one that is hopefully better from a business and profit standpoint. This strategy might be to make the organization the leader in a specific area of technology, or it might be to increase sales in order to expand the business (or something completely different). Few companies survive without a concrete strategy that can be implemented.

In order to realize the strategy (whatever it is), the organization will most likely be engaged in multiple projects that can be combined under a single portfolio. While projects in a portfolio are not directly linked as projects in a program are, the portfolio should be managed and set up in a way that supports the overall strategy of the organization. In order to make sure this is done, the manager of the portfolio needs to carefully review all of the projects in light of the overall strategy of the organization.

The portfolio manager should be working toward a full analysis to ensure that the portfolio of projects is ensuring the success of the organization's strategy.

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1. Define

Before you start, you must first define the product strategy your roadmap will focus on. This step should also include setting a product vision that your roadmap will direct stakeholders towards. When compiling your product vision, it helps to set measurable goals or objectives, such as a product launch or a certain number of sales. This will help stakeholders to focus their efforts and be more engaged in hitting that target. You don’t need to go into too much detail at this point, the next step will help develop your ideas.

2. Workshop

At the start of any product roadmapping process, we advise holding a workshop to achieve the following:

•grow your product strategy

•cement the product vision

•plan the necessary steps

Workshops should be held in a collaborative environment that facilitates open discussion and idea generation.

Workshops are absolutely crucial at the start of the process, and it's good practice to continue to hold them frequently throughout. This encourages your stakeholders to remain dedicated to the product vision and ensures that your roadmap is never out of date. This is often overlooked, as most managers don’t consider product roadmapping an ongoing process.

Bergamo, 5 ottobre 2016 - "L'innovazione ci ha consentito di superare coraggiosamente gli anni di crisi, nei quali abbiamo raddoppiato gli investimenti in ricerca&sviluppo. Brembo è ciò che è ora perché abbiamo avuto il coraggio e la volontà di innovare anche in tempi difficili".

Con questa considerazione il Presidente Ing. Alberto Bombassei ha aperto la seconda edizione del workshop "Gestire e misurare l'innovazione", che si è tenuto presso il Parco Scientifico Tecnologico Kilometro Rosso.

In questo luogo "pensato e voluto per favorire la contaminazione di idee ed esperienze tra le piccole e le grandi aziende" - riprendendo le parole del Presidente - si sono ritrovati i responsabili di innovazione e di ricerca&sviluppo di oltre 50 aziende, con l'obiettivo di discutere come migliorare la gestione del processo d'innovazione.

La VSM (Value Stream Mapping) è lo strumento che identifica le azioni necessarie (roadmap) per arrivare al processo ottimale (“future state”) a partire dalla descrizione della situazione attuale (“current state”).

Durante la mappatura dobbiamo evidenziare le inefficienze e definire un piano di azione per migliorare nel tempo le performance del prodotto/servizio in esame.