A $30 billion diversified global

communications company providingmobility products and solutions

across broadband, embeddedsystems and wireless networks

  Manages business operations underfour primary segments: Connected

Home Solutions, Government

& Enterprise Mobility Solutions,Mobile Devices and Networks

Goals

  Align R&D with strategic priorities

and new products that wouldfuel the company’s growth

  Collaborate on strategic plans

across global divisions andleverage existing strategic planning

information across the company

  Gain visibility into emerging

technologies to make strategicand timely decisions about

managing product life cycles

Results

  Halted development of an

embedded chip that would becomeobsolete and saved $100 million

  Saved $32 million by consolidatingredundant voice recognition projects

  Increased collaborationand communication across

departmental silos

Alignent Case Study

The ChallengeMotorola 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

  Capitalize 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

Minimize 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 SolutionMotorola 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 Alignent’s Vision Strategist roadmapping software.

Motorola was impressed with the software’s visual planning capabilities, including

 

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Vision Strategist’s 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 real-

time 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 millionin 12 months by consolidating strategicproduct planning projects across globalbusiness units.

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