Road Mapping - Marketing and Management Models

Road Mapping

Helen Strong

Road Mapping: Purpose

This model provides shorthand, graphic communication of the strategic vision and required actions to move an organization from one set of circumstances to another. A road map is generated when there is a need to identify and control the people, actions, resources, and timescale required for a project or change process.

Road Mapping: Structure and Description

The approach can be applied at many levels within the organization. An overall strategic plan would include the activities of each and every department, whereas a road map for training (say) may only need to include the departments and individuals for whom training is necessary (Figure 28.1).

Three key questions are asked when building a road map for action.

• Where do we want to go?
• Where are we now?
• How can we get from here to where we want to be?

The plan can take account of integration of the entire organization in cooperating to bring about change.

The road map can be used as a work in progress plan, recognizing that in the longer term the situation may change and the destination needs to adjust to significant influences that enter the market.

Figure 28.1 One form of a road map based on the concept of a Gantt chart

Road Mapping: Strategic Considerations

The process plays an important part in clarifying the required objectives and resources to implement change. This model provides the picture of the direction and cooperation required by various departments to achieve the organization’s objectives. A simplified or overview version can be used to communicate the overall objectives to people who are not directly involved in the plan’s implementation. In this way, the support of the entire organization can be energized toward the goals.

Development of road mapping requires the participation of different disciplines, and should result in better understanding of each other’s needs. For example, marketing will realize the type of brief required by production to meet their specification of a consumer product. In turn, production will have a better appreciation of the realities of the marketplace.

The map helps to define work flows and responsibilities for action. An important outcome of mapping is that resource demand and capacity overloads are easily anticipated from an efficient plan. Coordination of activities is possible following the road map time lines. It is also possible to track the progress of the project since achievement milestones are usually included on the charts.

It is a tool to bring people out of their silos, emphasizing the impact that completion of their work will have on the longer term implementation of new products, the introduction of technology, and so on.

Road Mapping: Implementation

Development of a Gantt chart is one form of road mapping. However, it does not necessarily have to be the only visual representation of the path of a project.

To have a road map, the process confirms the objectives, identifies task areas, and allocates responsibilities to people who develop the detailed plans for implementation of the broadly defined tasks. A road map should indicate the interrelatedness and interdependence of activities across different departments.

Even though it is represented as the destination in the model, the first question that needs to be asked is: Where do we want to be?

To help answer this important question, the researcher therefore needs to:

1. Keep abreast of the organization’s performance and strategic intentions.
2. Indulge in daily environmental scanning searching for innovation industry trends.
3. Regularly conduct consumer research^G to be in touch with trends and how target market preferences are moving. What are they doing that is different? How are tastes changing? What else are they using to fulfill the functions that our products currently meet?
4. Depending on the nature of the objective, feasibility studies may need to be conducted. These would test the viability of product launches, or perhaps examine the need to adjust the marketing mix.
5. If there is a new concept, then it also needs to be tested in the marketplace to see the reaction within the target market(s) including their intention to purchase, use the product or service^G or do both.

In the next step in the implementation of the model, the researcher will review the events that have taken place to lead to the decision as to the destination for the road map. He or she will ask whether there are pointers in the problem context that indicate issues or opportunities that should be taken into account in building the strategies and action plans to move the organization to its goal.

This is a good juncture to involve the various departments and obtain their input for:

1. Agreement regarding interpretation of the trends within the organization and its environment
2. Evaluating the destination or goal
3. Agreeing to the best strategy
4. Formulating a broad (outline) plan for implementation
5. An audit of existing resources
6. Risk analysis and possible mitigation measures

The appointed project manager will be responsible for driving the development of the detailed plan. This will include:

1. Confirming stakeholder needs and interests in the project
2. Setting specific; measurable; actionable; realistic; time defined (SMART) objectives
3. Determining what inputs and resources are required
4. Estimating and obtaining authorization for the required budget
5. Development and implementation of a communication plan
6. Estimating timing
7. Allocating individual responsibilities for completion of tasks along the way.

As in a normal project management, there will be performance standards and quality controls put in place, and milestones to mark the progress of the plan.

Hence along the way the researcher will require the following information:

1. A copy of the plan with its clearly stated objectives and monitoring plan
2. Market indicators that may influence the direction and even the final destination of the road map
3. Status reports (exception and progress reports) relative to the planned activities and the project milestones
4. Financial report (expenditure vs. budget)
5. Quality monitoring statistics

Within the project plan, there will usually be a clearly defined handover or agreement as to when the destination has been reached.

Road Mapping: Conclusions

To maintain its usefulness, the road map needs to be current (updated frequently). If changes in the situation are known, problems can be anticipated and mitigating action taken to avoid them.

This technique provides a template for long-term management of projects in many fields. The combined discipline of analysis and involvement of all affected parties ensures the best chance of integrating activities and reaching one’s objectives. To smoothen the path, the project manager needs to ensure there is buy-in to the vision and that there are sufficient resources to support the activities. He or she should use such projects as an opportunity for increasing morale by building in rewards for results and celebration of achievements.

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