“We now have the ability to leverage roadmapping best practices across the entire enterprise so that we can quickly change course to match changes in market conditions. Sopheon’s Vision Strategist™gives us confidence that we can produce new products that are aligned with our long-term business objectives.”– Bob Rasmussen, Director, Strategic Technology Planning, Honeywell
The Business Challenge: Like many global corporations, Honeywell had grown into a diverse enterprise comprised of departments and business units. The decentralized make-up of the company had given rise to siloing that impeded cross-organizational communication and collaboration. When it came to product and technology planning, each business unit had its own road maps and the information was not easily shared. In addition, there was no common structure for the road mapping process.
Because of these factors, it was often difficult for senior executives and other decision makers to identify project redundancies or determine if proposed products were aligned with customer needs and the company’s growth strategies. Honeywell concluded that it needed a way to bring together and raise the visibility of market trends, economic conditions, competitor moves, internal resources and other things that might impact the company’s product development strategies and decisions. This would include leveraging existing road maps throughout the organization, using them to chart a clear path forward for the company’s innovation efforts. Click here to read more…