Alignent Case Study

The Challenge
Motorola implemented strategic roadmapping to identify new opportunities for
innovation in the late 1990s. By 2001, Motorola had tens of thousands of product
roadmap documents distributed across the enterprise in varying files and formats.
Motorola wanted to leverage existing strategic planning data across the company
and align R&D activities with strategic business priorities.
Motorola also wanted to address the following challenges, including:
Improve strategic planning communication and collaboration across distributed
business units and suppliers
C
 apitalize on strategic planning data instead of re-planning from ground zero
each year
Identify instances where the company could increase technology re-use by
inserting platform technology into new product development process
M
 inimize duplicative product planning efforts in departmental silos across the
globe
Implement strategic planning software, providing a central data repository
where roadmaps can be accessed and stored

The Solution
Motorola was using thousands of roadmaps across the company as the primary tool
to communicate long-term strategic product plans. Many of the roadmaps were
paper-based, or buried on individual desktops in varying Microsoft Office files and
formats.
Motorola wanted a solution that could provide a centralized way to share strategic
roadmaps across distributed teams and with suppliers. The company also wanted to
make sure that this solution would scale and support long-range global innovation
planning efforts.
In 2001, Motorola deployed Alignents Vision Strategist roadmapping software.
Motorola was impressed with the softwares visual planning capabilities, including

 A
 $30 billion diversified global
communications company providing
mobility products and solutions
across broadband, embedded
systems and wireless networks
M
 anages business operations under
four primary segments: Connected
Home Solutions, Government
& Enterprise Mobility Solutions,
Mobile Devices and Networks

Goals
A
 lign R&D with strategic priorities
and new products that would
fuel the companys growth
C
 ollaborate on strategic plans
across global divisions and
leverage existing strategic planning
information across the company
G
 ain visibility into emerging
technologies to make strategic
and timely decisions about
managing product life cycles

Results
H
 alted development of an
embedded chip that would become
obsolete and saved $100 million
S aved $32 million by consolidating
redundant voice recognition projects
I ncreased collaboration
and communication across
departmental silos

Vision Strategists multi-dimensional views of roadmaps and the ability to receive

timely notifications when roadmaps change. Executives valued the ability to
exchange real-time planning information across global teams to make strategic
decisions.

Results
Today, Motorola is using Vision Strategist to create new efficiencies across more
than 100,000 Motorola-planned R&D projects. Nearly 3,000 Motorola employees in
nine countries use Vision Strategist to actively plan, collaborate across teams, and
analyze the business impact of existing projects and new potential products.
Using Vision Strategist, Motorola has increased its visibility into emerging
technologies and market trends to make informed decisions about how technology
and market changes will impact existing products. In one instance, Motorola was
able to halt development of a chip that would become obsolete due to technology
migration and saved $100 million.
In another instance, Motorola used Vision Strategist to identify duplicate planning
efforts across global business divisions. Motorola consolidated redundant voice
recognition projects into a unified project and saved $32 million in one year.
Using Vision Strategist, Motorola has also gained increased visibility into technology
assets across the company and its supply network. As a result, the company is able
to identify strategic opportunities to leverage existing technology for new product
development, saving product development costs while leveraging existing assets.
Motorola has also increased communication and collaboration across departmental
silos using Vision Strategist. Today, Motorola planning teams have access to realtime data and roadmaps that accurately reflect changes in markets, products, and
technologies. Using Vision Strategist, planning teams across business divisions
participate in online strategy meetings where they share strategic plans and use
roadmaps as the foundation of their discussion.

Motorola reported saving $100 million

in 12 months by consolidating strategic
product planning projects across global
business units.

sales@roadmappingtechnology.com | Tel +44 (0)1494 429395 | www.roadmappingtechnology.com

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