Roadmapping processes are essential tools for enabling industrial companies to steer development efforts and prioritize resources in a strategic and long-term manner. This thesis was conducted in collaboration with NPB Automation AB, with the purpose of investigating the company’s current roadmap process, identifying existing challenges, and proposing improvements that better support strategic goals and effective execution.

The study is based on a combination of literature review, interviews with internal and external stakeholders, and an analysis of the current process in relation to established models such as Technology Roadmapping TRM, Quality Function Deployment QFD, and strategic alignment theory. The results show that the roadmap is primarily used at the operational level, but lacks clear structure, strategic integration, and broad organizational anchoring.

Five key areas of improvement were identified: absence of a formalized methodology, lack of resource transparency, weak synchronization between strategic and technical levels, fragmented responsibilities, and limited cross-functional usage. Based on these findings, a new roadmap model is proposed, emphasizing structured workflows, stakeholder involvement, transparent prioritization criteria, and regular follow-up.

The proposed changes aim to transform the roadmap into a living, strategic management tool that increases transparency, coordination, and decision support. In the long term, this can contribute to improved economic sustainability, enhanced innovation capability, and strengthened competitiveness for the company.