TRM

TRM - Translating the future of customer needs to short term goals

Challenge & Selection

I was working for a leader in PVC pipelines based in Brazil. The competitive landscape and  customer behaviour changed a lot during last 5 years, which directly impacted industry's  revenues and profitability. As a differentiation strategy, the company increased its  innovation investments.

So first of all, we should  identify  the needs of current/future customers needs, in order to  develop new products/services that could generate value for them.

In sum, we've developed a strong management practice that combines pull systems, agile  project management and design thinking.

Aplication

So the innovation sector adopted a biannual practice called  TRM (Transformational  roadmapping). This 2 days workshop should be envolving most of senior executives,  encouraging multidisciplinary teams to develop a vision about the future of the industry.

The final product of this tool is to keep and eyesight on consumer trends and needs, thus  developing innovative products ahead of competitors.

Insight and approach

So once executives have the final results of this practice, the results are shared accross the  entire organization and strategic plan could be update. So all management levels should   reevaluate their ongoing projects, by either discontinuing those who are now not aligned  against updated strategic plan, or adjusting the patch for those who will keep moving.

In sum, this would work as a PDCA cycle, once future needs are captured and translated into  updated strategic plan, which is executed, monitored and possibly corrected after the next  Sprint (TRM in this case).


TRM TRM - Translating the future of customer needs to short term goals Challenge & Selection I was working for a leader in PVC pipelines based in Brazil . The competitive landscape and customer behaviour changed a lot during last 5 years , which directly impacted industry 's revenues and profitability . As a differentiation strategy , the company increased its innovation investments . So first of all , we should identify the needs of current / future customers needs , in order to develop new products / services that could generate value for them . In sum , we 've developed a strong management practice that combines pull systems , agile project management and design thinking . Aplication So the innovation sector adopted a biannual practice called TRM ( Transformational roadmapping ) . This 2 days workshop should be envolving most of senior executives , encouraging multidisciplinary teams to develop a vision about the future of the industry . The final product of this tool is to keep and eyesight on consumer trends and needs , thus developing innovative products ahead of competitors . Insight and approach So once executives have the final results of this practice , the results are shared accross the entire organization and strategic plan could be update . So all management levels should reevaluate their ongoing projects , by either discontinuing those who are now not aligned against updated strategic plan , or adjusting the patch for those who will keep moving . In sum , this would work as a PDCA cycle , once future needs are captured and translated into updated strategic plan , which is executed , monitored and possibly corrected after the next Sprint ( TRM in this case ) .