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©2011 Dr. Nares Damrongchai 1
Technology Roadmapping (TRM)Special Course
Dr. Nares DamrongchaiAPEC Center for Technology Foresight
TechnologyForesight
Nares DamrongchaiAPEC Center for Technology Foresight
©2011 Dr. Nares Damrongchai 3
©2011 Dr. Nares Damrongchai 4
Roadmapping
Scenarios
STEEP
Trends & Drivers
Products & Services
Technology
Supporting Systems(resources)
Source of picture: http://www.pianetabimbi.it/
Present Future
VISION
5©2011 Dr. Nares Damrongchai
“Roadmapping coal’s future – zero emissions technologies for fossil fuels”, International
Energy Agency Working Party on Fossil Fuels / Coal Industry Advisory Board / Organisation
for Economic Co-operation and Development (OECD), 2005, pg. 20.
6©2011 Dr. Nares Damrongchai
“Hitachi disk drive roadmaps”, Grochowski, E., Hitachi San Jose Research
Centre, 2003.
7©2011 Dr. Nares Damrongchai
www.modilis.com/roadmap.htm
Communication Roadmap Example: Display technology
8©2011 Dr. Nares Damrongchai
©2011 Dr. Nares Damrongchai 9
• Roadmapping is particularly valuable in novel situations in which experience is lacking. Part of the fundamental value of roadmapping is that it can serve (at least in part) as a substitute for experience.
11©2011 Dr. Nares Damrongchai
Purpose of Roadmapping
“The fundamental purpose of the Technology Reviews and the Technology Roadmaps is to assure that we put in motion today what is necessary in order to have the right technology, processes, components, and experience in place to meet the future needs for products and services.”
-- Bob Galvin
Past Chairman of the Board of Motorola
“Father of Roadmapping”
12©2011 Dr. Nares Damrongchai
©2011 Dr. Nares Damrongchai 13
Subcarrier function
1982 1983 1984 1985 1986 1987 1988 1989 1990 1991Year
Tuning Push button Push button - Synthesizers Touch pad - Synthesizers Voice actuated
Selectivity Ceramic resonators SAWs Digital signal processors
Stereo Paging Data Maps
IC technology Linear 5u CMOS 3u CMOS 1u CMOS
Display LEDs Liquid crystal Fluorescence
Vehicular LAN Single wire Glass fibre
Digital modulation 500 kHz bandwidth
PRODUCTS
RECEIVER 1 RECEIVER 2 RECEIVER 3 NEXT GENERATION FUTURE GENERATION
Stereo Plus:
Scan
Seek
Plus:
Personal paging
Plus:
Stock market Road information
Remote amplifiers
Remote controls
A NEW SERVICE
Super Hi Fi
Local maps
Motorola Roadmap Matrix- summary of product plans and technology forecast
Source: Willyard & McClees, 1987
Synchronization of the R&D Timing
R&D item 1 (3y)
R&D item 4 (2y)
R&D item 3 (4y)
R&D item 2 (6y)
Technology 1
Technology 3
Technology 2
Evaluation criteria: order of priority based on importance, emergency, risk, difficulty of R&D etc.
time
Souce: Kohtsuki (2008)
14©2011 Dr. Nares Damrongchai
Practical issues in roadmap design
Solve 'ownership' issue
Purpose of use
From 'Theme' to 'Title'
Scope
Time horizon
Role of core team and stakeholders
Project management point of view Budget
(Human) Resource
Risk
Reporting
15©2011 Dr. Nares Damrongchai
Technology roadmappingRelationship to the strategic planning process
Market Information
Product-Market analysis
Product-TechnologyOptions Evaluation
Technology Assessment
Identification of TechnologyAvailable / Feasible / Possible
RoadmapCreation
DefinedTargets
ProjectProposals
Source: EIRMA, 1997
Where are theboundaries of
the roadmappingprocess?
16©2011 Dr. Nares Damrongchai
Plan
ProcessArchitecture
dialogue
Businessowner
TRM processowner
Roadmapping design: an iterative collaborative process
Domainknowledge
Business need
Focus (Theme),Scope, Aims
Source: T-Plan, University of Cambridge17©2011 Dr. Nares Damrongchai
Case study 1
Industrial coding equipment
• Background to organisation and the need for roadmapping
• Starting and continuing the roadmapping process
• Lessons learned
Source: Dr Rick Mitchell, Technical Director
18©2011 Dr. Nares Damrongchai
Ink jet coding equipment
19©2011 Dr. Nares Damrongchai
Laser coding equipment
20©2011 Dr. Nares Damrongchai
21©2011 Dr. Nares Damrongchai
22©2011 Dr. Nares Damrongchai
23©2011 Dr. Nares Damrongchai
Business
Units
Corporate
Functions
Sales
Channels
Manufacturing
Operations
Holding Company
Organisation Structure
24©2011 Dr. Nares Damrongchai
• Product Identification
• Commercial Printing
• Laser Coding and Marking
• Outer Case Coding
Business Units
25©2011 Dr. Nares Damrongchai
• Business Planning System in place (1,3,10 years)
• Lacked clarity on the product need to achieve the strategies
- Commercial groups unclear what they could rely on
- Technical groups unclear what would be required
• All aware that effective innovation needs time…..
• How to manage the dialogue?
The need for a strategic planning process
26©2011 Dr. Nares Damrongchai
• Time to Market is key
• Minimum time between Requirement Specification and Product
Launch
• Innovation is inherently risky
• Risk means DELAY
• Or incredible luck….
• So: No Innovation in a Development project
The innovation trap
27©2011 Dr. Nares Damrongchai
• Emphasis on the Product suited the company
(“Everyone in organisation talks about Products”)
• Links Commercial and Technical plans in a
simple visual way
• Provides prioritisation (and justification)
for projects
• Clarifies what products can be offered at what times
• Above all: A Communication Tool
Why roadmapping?
28©2011 Dr. Nares Damrongchai
Need for better
Product/Technology input
“Seek Advice”
Collaboration with
University of Cambridge
Start-up PI Start-up
processPI Start-
up
Laser Start-up process
Roadmap
Revision 1
Roadmap 1
Draft Roadmap
Market Research
Revision 2
Revision 4
Revision 3Roadmap 2
Outer Case Coding
Roadmap
Roadmapping history (to 2002)
Has continued to evolve
CP wait until ready
29©2011 Dr. Nares Damrongchai
1998 1999 1999 2000 2000 2001 2001 2002 2002 2003DEVELOPMENT
RESEARCHResearch 1
Jun-00
Product 2a Product 2b Product 2c
Product 3
Product 5b
Product 4a
Product 5a Product 5d Product 5eProduct 5c
a
Research 1
Research 2
Research 3
Research 5
Product 1
b
Research 6
Product 4b
c
Research 4
Peripheral 1
Research 8
Research 7
Research 9
Lasers roadmap Revision 2
30©2011 Dr. Nares Damrongchai
• Because….
• The world and our understanding change
• The act of reviewing :
- Reminds us where we are going
- Brings new colleagues in
- Deepens commitment
- Deepens understanding
- May make us change our view….
Review the roadmap regularly
31©2011 Dr. Nares Damrongchai
Case study 2
Korea National Technology
Roadmap• Visions and National Agenda
• Porfolio Analysis of Visions
• The Roadmap
Source: STEPI
32©2011 Dr. Nares Damrongchai
Visions for Korea’s National Technology Roadmap
Visions for Science and
Technology in 2012
Building an Information-Knowledge-Intelligence
Society
Aiming at Bio-Healthopia
Advancing the Environment/Energy
Frontier
Upgrading the Value of Major Industries of Korea
Today
Improving National Safety Prestige
Source: National Technology Roadmap (NTRM) Outline, KISTEP (2002)
1
2
3 4
5
Example: Portfolio Analysis of Visions
Very Low Low Medium High Very High
Very Low
Low
Medium
High
Very High
Strategic Importance
Eco
no
mic
al E
ffect
Possibility of Success
:High
:Medium
:Low
New Railway System (Korean Type)(2010, $ 5,000 billion)
New Ocean Transportation System(2000, domestic $ 5,000 billion)
Sustainable natural resource and effective development of natural land
(2011, market-scale $ 4,000 billion, saved $2,000 billion)
Integrated Transporting System(market-size $ 100,000 billion before 2011, increasing by $20,000 per
year, saved $ 80,000 billion per year)
New Automotive System(2011, 75 million cars)
Next Generation Manufacturing System(2010, $ 200 billion)
New Functional Information Materials/Devices(2010, $ 300 billion)
Advanced Precision Machining System(2010, $ 270 billion)
Highly Functional Metals/ Ceramics/Polymers/Textile
(2010, $ 800 billion)
User-friendly Advanced Construction(2011, market-scale $ 40,00 billion, saved $110,000 billion)
Nanomaterials(2010, $ 200 billion)
Example: The Technology RoadmapVision IV Upgrading the Value of Major Industries of Korea TodayDirection of Development: Next Generation Manufacturing and Mechatronics
Strategic Products and Functions:Next Generation Manufacturing System
Strategic Importance
Econom
ical
Eff
ects
Assessment of future
Products and Functions
Key t
ech
no
log
ies
Intelligent manufacturing
and clean manufacturing
system and ultra precision
machining system
technology
Supporting Technologies
Change Factor
•Limitation in the level of AI (Artificial Intelligence) technology
•Level and time in the utilization of the technology for computer, auto-recognition, reasoning and decision
•Environmental restriction, trade restriction and uncertainty in the earth environmental change
Nano technological
Energy IT Limitation in the level of AI Tech.
Self-learning tech.
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Self-healing tech.
Self-organizing tech.
Integrated product information system tech.
Optimization modeling/ simulation tech.
knowledge tech.
knowledge tech.
AI tech.Eco-design tech.
Eco-product tech.Remanufacturing.
Integrated CAX solution
Knowledge based facility
AI (Artificial Intelligence) control system
Self-maintaining production system Eco production system
Energy reduction type of facilitiesEcology fused reproduction system
Integrated automatic storage/distribution
Clean based intellectual and virtual process/factory/company
Knowledge acquiring inspection facility
Intellectually autonomous industrial robots/industrial facility
•Diversification of demands – customization mass production age•An aging society, the lack of technological/technical man power -> intellectual production age•The protection of the earth environment, environmental restriction -> clean production age•The development and growth of the key industry through the attainment of high efficiency and high value
Importance
High low
R&D strategy
basic research
applied research
intn’l collaboration
outsourcing
Case study 3
UK Foresight Vehicle Technology
Roadmap• Key Themes
• Architecture and Process of the Roadmap
• The Roadmap
Source: Institute for Manufacturing, University of Cambridge
36©2011 Dr. Nares Damrongchai
http://www.foresightvehicle.org.uk/
Social
Economic Environmental
Technological
Political Infrastructural
Social, economic and environmental drivers reflect the three cornerstones of sustainable development
Technology, policy and infrastructureenable or constrain progress towards the social, economic and environmental goals
Road transport system: key themes
Foresight Vehicle technology roadmap: architecture
TimeMarket / Industry
drivers
Performance measures
and targets
TechnicalGroup areas
+5 yearsNow Vision
+10 years +15 years
STEEPI
+20 years
Trends drivers, key issues and uncertainties
Evolution of required and desirable functional performance of road transport systems of the future
Required and desired technological response, including research requirements
STEEPI
Foresight Vehicle TRM: process
Planning(Oct „01)
Marketand
industrytrends
anddrivers
Roadtransportsystem
performancemeasures
and targets
Consultation
Engine and powertrain (E&PT)
Hybrid, electric and alternativelyfuelled vehicles (HEV)
Advanced software, sensors, electronics and telematics (ASSET)
Advanced structuresand materials (FASMAT)
Design and manufacturingProcesses (DMaP)
SynthesisReporting(Sept „02)
Co-ordination, facilitation, data collection, analysis and structuring of information
• 10 month duration• 10 workshops
• More than 130 participants• More than 60 organisations
2002 2007 2012 2017 2022 Vision
Social attitudes towards road transport and the environment?
New working / living patterns
Cheap, safe,
reliable, clean
convenient, comfortable
transportfor all
2030: population in the UK is forecast to increase by 3.3%, to 61 million 1,39,40,67, after which it will decline to 57 million by 2050 73
2016: 4 million (25%) increase in housing (80% single-person), increasing demand for travel 1,67
Continued growth of cities and towns, mainly in South East
Frustration with congestion and public transport continues ?(journey time no longer predictable)
Increasing mobile working
80-85% of journeys by car 39,40,103
Increasing leisure time 39,40
Increasing complexity of lives ?
Increasing concern about crime, security and safety
2000: 3,500 road traffic deaths and 40,000 serious injuries in UK, at an estimated cost of £13.3bn (40,000 deaths and 1.7 million injuries in EU, representing a cost of 2% of GDP) 8,37,39,40
Journey times increasing (70% longer by 2016 in peak travel periods) 67
Growth in personal mobility (70% of drivers use car for leisure day trips every week or month; 50% expect to be making more by 2020) 42
Vehicles sold increasingly as „lifestyle‟ choices ?
Increasing female vehicle purchase / ownership (women are more likely to describe their cars as „stylish‟, „sporty‟ or „fun‟) 42
Shift in social attitudes to speeding
Demand to reduce deaths and injuries on roads
Trend towards career „downsizing‟ for improved lifestyle ?
Younger generation more IT-literate
Increased use of car pools ?
2010: 50% increase in rail passenger miles 30
2010: 10% increase in bus passenger journeys 30
2012: Bicycle journeys double 31
2010: Passenger numbers through UK airports increase by 50% 30
2030: 22- 27% of UK population over retirement age, compared to 19% in 1998; pension costs rise from 4.5-5.5% of GDP 1,25,39,40
2015: 150% increase in international air traffic; 100% increase in domestic, compared to 1995 1
2031: 57% increase in UK road traffic, compared to 1996 80,103
2007: working at home becoming common (currently more than 66% of European organisations with more than 500 employees already practice teleworking) 28,39,40
2021: Households in South-east forecast to grow by 19% on 2001 levels 41
Between 8 and 20% of car-owning households experience vehicle-related crime each year, depending on region 41
1999: UK „leads‟ world in vehicle theft (twice global average at 2.5%); cost of vehicle-related crime £6bn 46,47
2016: 25% increase in number of UK households, 80% of growth due to single person households; 1.3% rural land use predicted to change to urban land use 39,40
Legal issues and frameworks ?
More residential traffic calming schemes and pedestrianisation of town centres
Many different stakeholder groups, with different needs from transport system
Balance between global, national and local solutions ?
UK car-centric culture
Shift from car ownership to car access ?
Individual „time budget‟ for travel remains constant ?
2010: 20-50% increase in European road passenger and haulage traffic 13,80
2010: 25% of UK workforce teleworking at least two days per week 57
2015: 400 million people live in megacities of more than 10 million inhabitants 57
Key:Health, safety & securityMobility & congestion
Lifestyle & attitudes Demographics
2031: 40% increase in bus / coach vehicle miles, compared to 1996 1
2022: 70% increase in journey times in many UK cities 1996 80
Increasing proportion of women in paid employment (9.9 million in 1984 to 12.2 million in 1999) 73
75% of all journeysare under 5 milesand 45% are less than 2 miles 31
Nearly one third of UK households do not have a car (13 million people) 31
More than half of drivers exceed speed limits on motorways, dual carriageways and residential roads 66
People and jobs have moved out of the city and town centres 103
Example detailed roadmap content (1 of 28): Social trends & drivers
Example summary roadmap content:Social performance measures & targets
So
ciet
y
Vehicle adaptability
Urban people
transport
Effective selling and
customer support
2005: 70% user satisfaction with all transport modes (measure of „convenience‟)
2010: 80% user satisfaction with all transport modes
2005: Road traffic noise reduced by 3dBA from 1998 levels
2010: Road traffic noise reduced by 4dBA
2020: 85% user satisfaction with all transport modes
2020: Road traffic noise reduced by 6dBA;Homologated noise reduction of 4dBA and 8dBA for light and heavy vehicles, respectively
Aim for „equitable‟ mobility (same price for same journey for all groups in society)
2010: Vehicle security (resistance to attack) 5
- Door locks: 5 minutes; Secure storage area in vehicle: 5 minutes- Alarm systems: 5 minutes; Immobilisers: 20 minutes; Window glass: 2 minutes
2002 2007 2012 2017 2022
Update: Foresight Vehicle TRM - Round 2
• „Ownership‟ of Foresight Vehicle has shifted to Industry (SMMT)
• Roadmap has become a central „reference point‟ for consortium
• Aims for Round 2:- Development of efficient low maintenance repeatable process- Increased (industrial) focus & prioritisation
• 6 half day workshops
• Version 2 of the Roadmap was published in October 2004
Case study 4
NANOTEC Roadmap
• Analysis of resource
• Analysis of global trend and future demand
• Research agenda
Source: APEC Center for Technology Foresight, NANOTEC
44©2011 Dr. Nares Damrongchai
NANOTEC Annual Operation Plan
NANOTEC Strategic Plan
Nanotech Technology Roadmap
(Platform Technology)CPMO Cluster Roadmaps
Work Plan and Resource Allocation of
NANOTEC Central Laboratory
Network of COEs
Extramural Funding
National and Global R&D Agenda
Existing and Future Resource
Competitive Strength
Where we want to go?
How will we go there?
What resources are needed?
What are the obstacles?
1545©2011 Dr. Nares Damrongchai
Nanotech Technology Roadmap
(platform technology)
National and Global S&T Agenda (from various sources)
TARGETs (“Technology” targets and “Application” targets)
Role of Nanotechnology in those targets
Role of Thailand/NANOTEC
Nanotechnology TRM
Existing and Future
Expertise and Resources
Demand-Pull
Supply-Push
1746©2011 Dr. Nares Damrongchai
Technology capability of NANOTEC staff
PhD staff = 28 Researchers
(each has more than one capability)
684
8
4
9
No. of Equipment
Functional Nanostructure Equipment
Techniques
724
9
Coating Platform (2) – Degree of Relevance
7650©2011 Dr. Nares Damrongchai
Characterization / Testing
Modeling / Simulation
Core
Technology
Core
Knowledge
Tools
Technology Platforms
Intelligence information, safety and Risk management10851©2011 Dr. Nares Damrongchai
53
‘First-cut’ roadmap
• In groups of two, generate 2-3 post-it notes for each broad layer
• Consider all layers & timeframes of roadmap… history, current plans, events, external actions,
future possibilities, issues, vision
• Round table, each group place a post-it on chart, and share with group(limit discussion to points of clarification)… 2 rounds
• Generate as many additional post-it notes as possible andplace on roadmap („parallel‟ activity) - fill „white space‟
• Identify and discuss key strategic issues („arrow‟ post-it notes)
©2011 Dr. Nares Damrongchai
54
Points of ‘First-cut’ roadmap
• Participatory
• Quick
• Exploratory
• Creative
• Active
• Capture, structure and share knowledge- know-why- know-what- know-how- know-when- know-who- know-where
„canvas‟
“story”
plans, forecasts, issues, links, challenges, questions, speculation
©2011 Dr. Nares Damrongchai
55
‘First-cut’ roadmap (‘landscape’)
©2011 Dr. Nares Damrongchai
Process funnel (e.g. strategy, product development)
Requirements fluidConcepts fuzzyMany unknownsMany options
Many assumptionsFew constraintsScenarios
Requirements clear, stableConcepts clear, stableFewer unknowns, risks understoodFewer options, greater constraints
? ?
?
? ?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
Time, effort, iteration
Divergent process Convergent process
Stage gates
Subcarrier function
1982 1983 1984 1985 1986 1987 1988 1989 1990 1991Year
Tuning Push button Push button - Synthesizers Touch pad - Synthesizers Voice actuated
Selectivity Ceramic resonators SAWs Digital signal processors
Stereo Paging Data Maps
IC technology Linear 5u CMOS 3u CMOS 1u CMOS
Display LEDs Liquid crystal Fluorescence
Vehicular LAN Single wire Glass fibre
Digital modulation 500 kHz bandwidth
PRODUCTS
RECEIVER 1 RECEIVER 2 RECEIVER 3 NEXT GENERATION FUTURE GENERATION
Stereo Plus:
Scan
Seek
Plus:
Personal
paging
Plus:
Stock market
Road information
Remote
amplifiers
Remote controls
A NEW SERVICE
Super Hi Fi
Local maps
Source: University of Cambridge
56©2011 Dr. Nares Damrongchai
©2011 Dr. Nares Damrongchai 57
TimeNow + 2 y + 5 y + 10 y
Dri
vers
Mar
ket
(Ext
.)
Bu
sin
ess
(In
t.)
Pro
du
ctTe
chn
olo
gy
Res
ou
rces
/ O
ther
Technology Roadmap for Bicycles (example)
58
Business Drivers:TimeNow + 2 y + 5 y + 10 y
Dri
vers
Mar
ket
(Ext
.)B
usi
nes
s(I
nt.
)
Pro
duct
Tech
nolo
gyR
esou
rces
/ O
ther
Legislation: VAT off bikes; cycle paths, etc.
New owner- Investment
New Range 2nd Generation
Trends: leisure, health, disposable income Competition
Demonstrator
Market change and business change・smaller population of consumer population・variety of tastes・digitization, tendency for networking・change in systems e.g. tax・globalization
©2011 Dr. Nares Damrongchai
©2011 Dr. Nares Damrongchai 59
Biko - Product evolution:TimeNow + 2 y + 5 y + 10 y
Driv
ers M
arke
t(E
xt.)
Bus
ines
s(I
nt.)
Pro
du
ctTe
chno
logy
Res
ourc
es /
Oth
er
“Su
per
-bik
e”
£500-1000
Style
Comfort
Technical
Designer look
Ergonomic design
Direct drive
On-line design
Legislation: VAT off bikes; cycle paths, etc.
New owner- Investment
New Range 2nd Generation“Design your own bike”
Trends: leisure, health, disposable income Competition
Demonstrator
Mouldedseat
Customised frame
Expand range
Automatic“Chip-on-bike”
Product specificationsWhat functions are needed?
©2011 Dr. Nares Damrongchai 60
Biko - Technology needs:TimeNow + 2 y + 5 y + 10 y
Driv
ers M
arke
t(E
xt.)
Bus
ines
s(I
nt.)
Pro
duct
Tech
no
log
yR
esou
rces
/ O
ther
“Sup
er-b
ike”
£500-1000
Style
Comfort
Technical
Designer look
Ergonomic design
Direct drive
On-line design
Legislation: VAT off bikes; cycle paths, etc.
New owner- Investment
New Range 2nd Generation“Design your own bike”
Trends: leisure, health, disposable income Competition
Demonstrator
Mouldedseat
Customised frame
Expand range
Automatic”“Chip-on-bike”
Internet
design
Electronics
Networkedbusiness
Communications
Ergonomics
mass customisation
Security
Materials / mechanics VisualisationCADCAM
Networkedfactory
What technologies are needed to realize the
product
©2011 Dr. Nares Damrongchai 61
Resource / other needs:TimeNow + 2 y + 5 y + 10 y
Driv
ers M
arke
t(E
xt.)
Bus
ines
s(I
nt.)
Pro
duct
Tech
nolo
gyR
eso
urc
es /
Oth
er
“Sup
er-b
ike”
£500-1000
Style
Comfort
Technical
Designer look
Ergonomic design
Direct drive
On-line design
Legislation: VAT off bikes; cycle paths, etc.
New owner- Investment
New Range 2nd Generation“Design your own bike”
Trends: leisure, health, disposable income Competition
Demonstrator
Mouldedseat
Customised frame
Expand range
Automatic”“Chip-on-bike”
Internet
design
Electronics
Networkedbusiness
Communications
Ergonomics
mass customisation
Security
Materials / mechanics VisualisationCADCAM
Networkedfactory
Alliances: gear / drive; styling; electronics
Capital Branding & promotionSkills Sportco
Usage of management resource (existing technologies, HR, funding)
What to expect 'post-roadmapping'
Mutual understanding
Synchronization with company strategy
Better communication
...
62©2011 Dr. Nares Damrongchai
0
5
10
15
20
25
30
35
40
45
50
Starting up
the TRM
process
Developing a
robust TRM
process
Roll-out of
the TRM
process
Keeping the
TRM process
'alive' on an
ongoing
basis
Other
Re
sp
on
se
(%
)
Source: CTM survey, 1999
Roadmapping challenges
63©2011 Dr. Nares Damrongchai
How NANOTEC Platform TRM will be used
To communicate annual R&D agenda (priority areas of implementation), while being aware of the next agenda.
As guidance for key NANOTEC’s operations: R&D Funding and call for papers, Direction of in-house Central Laboratory, and COEs.
To manage Changes that are vital to survival and growth of NANOTEC. For example,
Direct resources/capability in the key areas, while limit resources in others
Recruit personnel in specific technical areas
Modify internal structure (e.g. phase out some labs and set up new ones)
Tie TRM cycle with NANOTEC's operational cycle and update it constantly, esp. at Board meetings (← keep it alive!)
This is a living technology roadmap
Still a work-in-progress
Need to be further refined 1216
4