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In the past several years, I have
actually heard several mid- to senior-level executives
challenge their teams to drive for disruptive
innovations. These Fortune 100 company leaders clearly
understand the importance of new product development to
drive competitive advantage. From the pharmaceutical
giant trying to reinvigorate one of its brands, to the
aerospace company struggling to balance its long term
investments with the needs of existing platforms, to the
dominant electronics developer facing stiff global
competition, to the insurance company wondering how to
best leverage information and communication technologies
to delight its customers, the struggle to create game
changing offerings in shorter time periods has become a
worldwide mantra.
In the two years following the 2008 global recession,
investing wisely in growth areas has become even more
challenging. When times are good, the penalty for making
a poor choice or executing on the wrong decision is the
lost investment; in bad times, the penalty for being
wrong is far more serious, often resulting in heavy
erosion of market share, layoffs and even bankruptcy.
What the team needs is a way to
transform sweeping visionary statements into a series of
actions that when taken together represent a strategic
initiative. This is what roadmapping is all about. |
