BR.2 Do a roadmapping workshop with input from value chain partners



The aim of this activity is to develop a roadmap that will enable the company to implement the new business model and achieve the strategic goals.


• Roadmap Development Matrix template from the activity BR.1 Prepare for the roadmapping workshop.

• The new business model selected for implementation from the activity BM.19 Pitch the new business model to the CEO.

• Understanding of who the key value chain partners and stakeholders are for the company, from the activity PR.3 Build the right external partnerships.


• Roadmap for eco-innovation implementation used in the activity BR.3 Define and prioritise the requirements of the first project.




Review the Roadmap Development Matrix template if it contains some very large innovation ideas (that will require over 12 months to implement) try to break these up into a series of smaller projects of 1-12 months’ duration. Similarly, if the roadmap contains some very small innovation ideas, try to group these into a single project of at least one month’s duration.

Once you have split/grouped the innovation ideas into reasonable sized projects for eco-innovation, the next step is to create a logical sequence in which to tackle the projects, keeping in mind the following considerations:

Start by analyzing the pre-requisites for each project for eco- innovation, as these are often non-negotiable.

Projects that are low cost, have a short payback period and are low risk are the ideal starting points for companies that are new to eco-innovation.

However, after the first couple of projects it is important to start some of the more challenging, long-term projects otherwise they might never be completed.

Projects implementing innovation ideas that impact on the ‘customer facing’ (right) half of the business model canvas may be considered inherently higher risk than those that impact on the ‘back end’ (left) half of the canvas.

Where a project for eco-innovation will require input from specialist personnel or external partners, the availability of the necessary personnel/partner may dictate when the innovation is implemented.

Do any of the strategic goals have a short timeline for completion? If so, the projects for eco-innovation linked to that goal will need to be prioritized for early implementation in the roadmap.


Use the logical sequence you have developed for the projects to build a roadmap diagram which shows the relationship between strategic goals and projects as well as the sequencing and estimated duration of each project for eco-innovation, following the example provided below.


Make sure that you have clearly defined the scope for each project on the roadmap and captured any significant details
of exclusions from the scope. In particular, make sure that the scope of the first project on the roadmap has been agreed and recorded – further advice on defining the scope of the first project is provided in the next activity.


Organize a meeting to discuss the roadmap with each of the value chain partners that will be involved in one or more project for eco-innovation. Use the meeting to confirm that the scope, timing and deliverables for the projects they are involved in and check that they are still willing and able to participate in the eco- innovation activities.

Tips & Tricks


It is of critical importance to involve representatives from the senior management team, and particularly the CEO, in the roadmapping workshop; as the workshop will determine the scope of the first project for eco- innovation to be worked on, which will need to be fully supported by the senior management team.


It is worth trying to specifically identify some ‘quick win’ projects, which are projects that require very little financial input or time from the company but can provide some immediate benefits. For example, sometimes a simple change in working practices – like switching o machinery overnight and at weekends – is all that is required to save significant energy or waste in production processes and delivers immediate cost savings. If you can find some, including ‘quick win’ projects early on in the roadmap is a good way to build support for the longer, more complex projects that will come later in the roadmap.


Remember that value-chain cooperation is often the key to success in eco- innovation implementation so try to engage potential partners as early as possible and ensure that you understand their challenges and interests so that the projects for eco-innovation can be shaped to deliver benefits for all the partners involved and build a more sustainable value chain.

— Success story from Vietnam

An Ecological Catalyst for Vietnam’s Guava Farms

On the banks of the Red River in northern Vietnam,… >> read more.