• Build value-driven technology roadmaps that link technical investments to future needs
• Formulate technology strategies to guide technology investments
• Select project portfolios that balance often conflicting market and organizational demands
• Form and manage internal ventures, technology alliances, and other forms of open innovation to leverage limited resources and manage the risk accompanying innovation

Case: Dissecting failed innovation at a major multinational firm

Maximizing the Business Potential of Your Technology Developments

Exercise: Identifying project opportunities using CFTP® assessment maps

Identifying Opportunities to Enhance Current and Future Product, Process, and Service Offerings

• Identifying threats and opportunities by using the CFTP® maps to:
  • Overcome competitive deficiencies or exploit competitive strengths by enhancing current
    products, services, or processes
  • Explore new product and business opportunities to stimulate growth
  • Strengthen your technology base to meet anticipated tactical and strategic business
    challenges
  • Create the portfolio: a two-step project selection process that balances project and portfolio measures of merit

Avoiding Surprises by Anticipating Changes in Technologies, Needs, and the Competitive Landscape

• Anticipating unarticulated needs through problem research, context assessment, lead user analysis, and other customer research tools
• Anticipating technological obsolescence and the emergence of ‘disruptive technologies’
• Technology scouting—techniques to formally identify and acquire external technology
• Managing the effective and efficient collection of relevant external information—fundamentals of
  competitive intelligence

Case: Identifying unarticulated needs to anticipate change

Creating Technology Roadmaps to Provide Direction to Long Term Investments

• How roadmaps are used to improve technology vision, coordination, measurement, and linkage to customer needs
• The critical difference between landscape maps and route maps
• Keeping your roadmaps up to date—why an old roadmap is a route to disaster

Developing a Technology Strategy to Focus Scarce Resources and Position Your Business for the Future

• Core technologies—capabilities providing a competitive strategic advantage
• The innovation strategy—deciding to be first or a fast second
• The sourcing strategy—weighing the ‘make or buy’ of technology
• The balancing strategy—guidelines for managing your project portfolio
• Implementing strategies to protect long-term development efforts
• Visualizing portfolio balance using matrices

Managing Risk and Speeding Development Through Open Innovation and Corporate Venturing

• Overcoming the three R’s (resources, risk, and resistance) that limit using traditional development paths for pursuing innovative opportunities
• Managing the risk of developing and commercializing innovative products or businesses through corporate venturing
• Selecting the best development approach
• Creating and managing successful technical strategic alliances
• Integrating distributed planning and development through virtual teams and intranets
• Forming internal ventures and spin-offs to accelerate innovative developments and protecting them from organizational resistance
• Adapting entrepreneurial thinking to the corporate environment—lessons from venture capitalists

Case: Determining the best development option