IT managers believe that without the guidance of a roadmap, their companies run the risk of making suboptimal decisions—technology choices that make sense today but position the company poorly for the future. There is also a strong sense that the exercise of developing a technology roadmap is valuable even if the actual roadmap that is developed is subject to change. Another adage that applies is, “Plans are nothing; planning is everything.
-> Finally, a technology roadmap limits the range of technology options and reduces the decision-making effort compared to facing one-off decisions repeatedly over time.
-> Because a roadmap has cast the evolution of technology on a defined path, it means that an organization can simply accept this decision and not revisit it continuously. Thus, a technology roadmap reduces the organization’s cognitive workload.
IT administrators trust that without the direction of a guide, their organizations risk settling on imperfect choices—innovation decisions that bode well today however position the organization ineffectively for what’s to come. There is additionally a solid sense that the activity of building up an innovation guide is profitable regardless of whether the genuine guide that is created is liable to change. Another saying that applies is, “Plans are nothing; arranging is everything.
– > Finally, an innovation guide confines the scope of innovation choices and lessens the basic leadership exertion contrasted with confronting one-off choices more than once after some time.
– > Because a guide has thrown the advancement of innovation on a characterized way, it implies that an association can basically acknowledge this choice and not return to it consistently. Therefore, an innovation guide lessens the association’s psychological workload.