“…The approach was then more formalized and greatly encouraged by influential publications from Motorola (Willyard & McClees, 1987), Philips (Groenveld, 1997), European Industrial Research Management Association (EIRMA, 1997) and the Semiconductor Industry Association (1993a, 1993b). Over the decades, roadmapping has garnered a proven track record as evidenced by a series of detailed corporate cases, most notably including reported developments and deployments by: Motorola (DeGregorio, 2000; Richey & Grinnell, 2004; Willyard & McClees, 1987), BP (Barker & Smith, 1995), Philips (Groenveld, 1997, 2007), ABB (EIRMA, 1997), Hoogovens (EIRMA, 1997), LucasVarity (EIRMA, 1997), Lucent Technologies (Albright & Kappel, 2003), Rockwell Automation (McMillan, 2003), General Motors (Grossman, 2004), Intel (Miller & O'Leary, 2005), Honeywell (Whalen, 2007), Siemens (Farrokhzad et al, 2008; Lischka & Gemünden, 2008), LEGO (Kerr et al, 2017, 2019), Pirelli (Amati et al, 2020), QinetiQ (Hirose et al, 2021), Arçelik (Iyigun‐Meydanli & Polat, 2022), Bonneville Power Administration (Hillegas‐Elting, 2022) and Subsea 7 (Hirose et al, 2022). These examples cover a range of different industries against a variety of organizational contexts and situations, with the dominant task typically being to depict how technological innovations could be integrated into future products and capabilities that would satisfy the needs of potential customers and generate value for the business.…”