Roadmapping Convergence

Richard E. Albright
Principal, Albright Strategy Group, LLC
Morristown, New Jersey, USA
realbright@[Link]

vides some examples that will help in steering towards

WHAT IS A ROADMAP?
meaningful convergence roadmaps.
A roadmap describes a future environment, objectives to
be achieved within that environment, and plans for how A COMMON FRAMEWORK FOR ROADMAPS
those objectives will be achieved over time. It lays out a Roadmaps lay out a future objective and answer a set of
framework, or architecture, as a way of understanding “why-what-how-when” questions to develop an action
how the pieces of a complex technological system fit to- plan for reaching the objective [2, 6]. Figure 1 describes
gether, interact and evolve. It links applications, techni- the four parts of the roadmap architecture that answer the
cal challenges and the technological solutions together, “why-what-how” questions and lay out required actions,
and it helps set priorities for achieving the objectives [1, the “to-do’s.”
2, 5, 7].
The first part defines the domain of the roadmap, the
WHAT IS ROADMAPPING? team’s objectives, and their strategy for achieving those
The best roadmaps are created as a team activity, receiv- objectives – the “why” of a roadmap. The roadmap’s
ing the views and knowledge of the group of people who definition and strategy often include market and competi-
will carry out the roadmap’s plan. The roadmapping tive assessments as well as planned applications. The
process helps a team gather diverse perspectives on all second part defines direction, or the team’s plans – the
aspects of the environment and the plan. It also helps the “what” of a roadmap. The direction includes challenges,
team build consensus and gets buy-in of its members to the architecture and evolution of the team’s solution, and
carry out the plan [3]. Roadmaps also are the basis for measurable performance targets to achieve the objective.
the team to describe their objectives and planned actions The third part describes the evolution of technologies that
to customers, suppliers, and stakeholders. will be used to achieve the objective – the “how” of a
roadmap. The “technology roadmap” defines the tech-
ROADMAPS FOR CONVERGING nologies that will be used to implement each part of the
TECHNOLOGIES architecture. The fourth part defines the action plan and
The uncertain, cross-disciplinary environment of emerg- risks – the “to-do’s” of a roadmap. The action plan iden-
ing advanced technologies such as nanotechnology, bio- tifies key development actions, resources required, risks,
technology, information technology and cognitive science and technology investment strategy. All parts of the
makes for very complex planning situations. Application roadmap are laid out over time – the “when” of a road-
needs may be satisfied by many possible combinations of map.
technologies, and understanding the tradeoffs in a search “Know-why” Definition and Scope
for a solution can be difficult. Roadmaps make the de- Understand applications and/or markets. Target key segments.
scription of the situation and linkages from application to Identify competitors, complementors, and partners.
Set strategic direction
technology explicit, allowing an informed decision proc-
ess and providing a tool for communicating the chosen “Know-what” Direction Pull
Push Define architecture. What characteristics/features are most important?
direction and monitoring progress along the way. (capabilities) Link application drivers to specific challenges and evolution. Set multi-
(require-
ments,
year targets.
drivers)
There are many questions teams might seek to answer
about the future of the converging technologies. What “Know-how” Technology Roadmap
What technologies are most important? Link drivers to technologies and
inventions will be practical enough to become innova- evolution. Identify multi-generation technology investments to maintain
tions, and when? How will the fields interact to produce competitiveness.

innovations? What customer and market drivers and de- “To-Do” Action Plan and Investment Strategy
velopment actions will be needed for commercialization? What resources and investments are needed? Plan projects with the
highest priorities. Are technology investments in the most important
What are gating factors to innovations and how can they areas? Identify and track risk areas.
be satisfied? What are the risks to innovation? (Sources: Tom Kappel; Phaal, R., Farrukh, C., and
Probert, D., Fast-start Technology Roadmapping;
Richard Albright.)
Time
Roadmapping provides a framework to answer these and “Know-when”
other questions. The scope of converging technologies is
Figure 1. A unifying four-part roadmap framework
so broad that we must define manageable sub-areas to
apply roadmapping methods to understanding and plot-
ting a future direction. This paper describes a roadmap A roadmap may be constructed beginning with the key
structure, some key elements of the structure, and pro- needs of the marketplace and customers – a market-pull
© 2003-2005 Albright Strategy Group, LLC 1 October 31, 2003 (Rev. 12/8/03, 1/15/04, 1/23/05)
perspective. Conversely, a roadmap may start with a key lution of the field in the technology roadmap. Finally,
technology and seek to define the market needs that could action plans for resource allocation or investment are de-
be served with the new technology – a technology-push fined to achieve the most important technological devel-
perspective. opments. Industry/government-sponsored roadmaps aim
to describe the future of an industry or sector along with
OBJECTIVES AND FORMATS FOR ROADMAPS actions to move the industry or sector forward. Industry
Within the four part architecture, the contents of road- structure and key directions are linked to technical chal-
maps with the most frequently encountered objectives are lenges and those challenges are linked to technology evo-
outlined in Figure 2. The figure lists the topics covered lution. Corporations and other organizations use road-
in each of the four parts of a roadmap for several types of mapping for a number of purposes such as product plan-
roadmaps. Science and technology roadmaps plot the ning, platform planning, or organizational capability
future development of a scientific or technical field. The planning. Product-technology or platform roadmaps lay
scope of the scientific field and current or potential appli- out the evolution of a product or platform over time. Ca-
cations of the technology are linked to key technical chal- pability roadmaps define the capabilities needed for suc-
lenges of the field. The structure, or architecture of the cess of a services business or for functional organization
field is defined and trends and potential discontinuities such as manufacturing or information technology.
are identified. The challenges are then linked to the evo-

Definition and Strategy Direction Technology Action Plan

“Know-why” “Know-what” “Know-how” “To-do”

Science and • Scope of the Field • Technical • Technology • Action Programs

Technology • Technology Challenges Elements and • Technology
Applications • Architecture Evolution Investment
Roadmaps
• Trends, • Competitive • IP and Standards
Discontinuities, Technologies and • Risk Roadmap
and Objectives Costs

Industry • Industry Structure • Technical • Technology • Action Programs

and and Position Challenges Elements and • Technology
Evolution
Government • Customer Drivers • Architecture Investment
Roadmaps • Industry Direction • Trends and • Technology • IP and Standards
Disruptions Alternatives • Risk Roadmap
• Learning and • Future Costs
Targets
Product – • Market Structure and • Product Roadmap • Technology • Action Programs
Technology Size • Architecture Elements and • Technology
• Customer Drivers Evolution Investment
and • Product Drivers
Platform • Competitive Strategy and Targets • Competitive • IP and Standards
• Feature evolution Position • Risk Roadmap
Roadmaps
• Target Costing

Figure 2. Roadmapping Topics

tion, a technology investment summary, and a view of the

SCIENCE AND TECHNOLOGY ROADMAP
risks to the plan. Each part is elaborated in a series of
Figure 3 shows a typical layout of templates for a road-
pages or panels describing an important element of the
map, in this case a Science and Technology Roadmap.
plan. The four parts are linked by connecting drivers –
The template in Figure 3 includes four parts as defined
customer drivers to product drivers to technology ele-
above. The first part, the definition and scope, covers
ments to technology investments. In this way the ration-
market and competitive strategy. The second part defines
ale for decisions on directions taken may be tracked in
the product direction, the product roadmap. The third
order to conduct a structured review of gaps and develop
part defines the technology evolution, the technology
plans for closing those gaps.
roadmap. Finally the action plan defines the key pro-
grams or projects that will be needed to support the direc-

© 2003-2005 Albright Strategy Group, LLC 2 October 31, 2003 (Rev. 12/8/03, 1/15/04, 1/23/05)
 Risk Roadmap
Risk Categories
NO W +2Q +4Q +6Q LONG -TERM

Market Risk m1 [.4] Risk m2 [.5] Risk m3 [.2]

(grow th,strategy,
product attributes,
m arket events
etc.)

Competitive Landscape Map to Investments

(component or system
performance)
Technical
test events
Risk t1 [.2] Risk t2 [.1] Risk t3 [.5]

Competitor Strengths(+) and CoreCompetency StrategicGoals ValueProposition Schedule

(deliverables)
Risk s1 [.3] Risk s2 [.1]

(share; base)weaknesses(-) com pletion events

Competitive Impact of Technology

Disruptive

Trends/Discontinuities Company
(x%; y%)
Competitor
(cost, contract, budget)
Potential to change the
Economic
basis of competition
com pletion events

Resource
Monitor
Risk r3 [.4]
Risk e1 [.2] Risk e2 [.1]

Attack

Map to Elements
Risk r1 [.1]
Risk r2 [.6]
(e.g., organizational,
#1 execution)
Differentiatingcom pletion events
(x%; y%) Product/Process

Competitor
#2
Product Drivers Technology Roadmap
Product Elements Action Summary Differentiation

Risk Consequence: M inor M ajor Show Stopper

Challenges (x%; y%)

Competitor
#3
Architectural Fit TE1 PPro
rodduucctt && TTeecchhnnoolo
LLeeaadd in
in: : Base
Widespread
loggyy SStr a te
t ra t eggie
iess: : Defend

Customer or Complementor
Drivers
Product Drivers
(Attributes)
Technology Roadmap (x%; y%)
Ease of training and use

Value
TE2

TE3
LLeeaadd in
in: :
T ec h . A r e a
and Shared

Now Acquire + 2Q
P rod uct # 1 Pro du ct #1
+4Q
Partner +6Q Develop V is io n

Architecture &
D rive r #1

Applications
Prod uct d riv ers
C o re tec hnolog y C o m p et.
A re a #1 D r ive r #1

A rea
L as t Y r Now
Functionality
+ 1 Y e ar + 2 Y e ar + 3 Y ea r
TE4
V IS IO N Im po rt.
P o sition Technology
$?M / ?H Y Source
Architectural Fit PD1 W eig ht/siz e A re a #2
P ro duc t E 1

D r iver #1 , D r ive r #2

Baseband circuit
Interface A S IC 5735 C hip AC A Integrated CF CF A re a #3 P ro duc t #1
$?M /?H Y
DS P 1832
Interoperability C all signal
Ease of training and use PD2 proc. TE5S ingle
“S oft
CF C F
1. Nanostructured Materials “By Design;” B as eband

Elements
P rod uct # 1
A ud io codec CM O S CF C F
C hip R adio” .
A ud io f ro nt en d B ip ola r discretes C F C F A re a #4
Value PD3 8 bit C ISService/Support
2. Nanoelectronics,
Custom er Driver Optoelectronics
#1 And Magnetics H ou sing
M icrocontroller C 16 bit C IS C
1.7m m thick
m icrocon troller
1.4m m
TE6
1.2m m CF
CF C F
CF
$?M /?H Y

P rodu ct #4
CF
3. Advanced Healthcare, Therapeutics And Diagnostics Functionality PD4
PW B 6 laye r 1.5m m 6 layer 1m m 4 layer 0.8 m m Flex M old ed-in C F
A re a #5 $?M /?H Y

Science&Technology
E ase of u se TE7
Competitor #2 D isplay 2 -lin e LC D 4-lin e L C D 1/4 V G A T ouch V oic e CF C F
4. Nanoscale
Custom erProcesses
Driver #2For Environmental ImprovementCompetitor #1 Interoperability PD5 U ser in te rface N a vigatio n keys S e nsitiv e Interface CF CF
P rod uct # 4

S oftw are M en u d riven C onfigurable C ust. ad aptive C F C F

A r ea #6
$ ?M / ?H Y
5. Efficient Energy Conversion And Storage O urCo Ta lk tim e Prioritize top to bottom

IP &
P rodu ct #1
Service/Support PD6 B attery N iC d - 4.8V N iM H - 3.6V A ltern. tech. CF CF
6. Microcraft And Robotics. CF D river #1

Elements
Custom er Driver #3 P ow e r supply L inear - 50% efficien t S w itching (8 0% eff.) ~ 100% effic. CF

S ta n d a rd s
D river #2
P ow er am p M od ule M M IC -3V F C CF

RF
7. Nanoscale
Custom Instrumentation
er Driver #1 And Metrology PD7 R ad io T riple conv ers ion D ouble co nv ersion H om ody ne T unable,
H om o dyne
CF CF
D river #3

A ntenn a D u al b and , H ig h g ain D ive rsity CF CF

8. Manufacturing At The
Custom er Driver #4 Nanoscale. A u dio q u ality

Nanotechnology
9. Nanostructures
Custom er DriverFor
Competitor #2
#2 Chemical, Biological, Radiological, And
Competitor #1
Explosive (CBRE) Detection And Protection ForO Homeland
Prioritize top to bottom V oice coders
D S P noise a lgorithm s
M icro phone
V celp
E xp an d er
IT U , Q ce lp1 3
IS -99 D ata B E R Im prov em ent/echo cancel.
F irs t ord er gradient (F O G ) S teering a rray CF
CF
CF
C F
CF
C F

Investment Summary
R ec eiv ers P iezoelectric N oise canc elling earpiece, m iniaturized CF CF
urCo
Custom er Driver #5
10-9 – 10-7 m
Defense. L M H Lag Lead
L E G E N D : T echnology S ource: Fund ing sta tu s: C = cu rrent, F= future
Custom er Driver #3 D ev el. S u pplier S upplie r Internal R esearch S taffed P lanne d U nplanned

-1 0 1
O urCoChallenges”
O urCo Lags Initiative: “Grand
Source: US National Nanotechnology Leads for 2003
Understand Physical, chemical,
and Action Plan
O urCo rel. position
Custom er Driver #4
biological properties, behavior
Innovations in materials,
Custom er Driver #5 Technology
electronics, medicine, -1
O urCo Lags
environment, biotechnology,
0
O urCo Leads
O urCo rel. position
1

Research Roadmap (To-do)

computing.
Direction (Know-how)
Definition
(Know-what)
and Scope
(Know-why)
Figure 3. The four parts of a Science and Technology Roadmap

There are many efforts underway, and many

more will come, to plan and roadmap within each of the
SCOPE AND DEFINITIONS technology fields. We should focus our roadmapping in
The first step in roadmapping is to define the two areas. First, we should look where innovations occur
scope. At the highest level, we can begin with some draft at the intersections of fields. For example, at the nano-
definitions of the scope of converging technology fields scale, nanotechnology and biotechnology will often be
[8]. indistinguishable. Second, we should look to innova-
• Nanotechnology: Technology related to features of tions in one area that will be enabled by innovations in
nanometer scale (10-9 meters): thin films, fine parti- another. For example, as biotechnology becomes more
cles, chemical synthesis, advanced microlithography, information intense, it will be enabled by information
and so forth technology.

• Biotechnology: The application of science and engi- KEY ELEMENTS OF A CONVERGENCE ROADMP
neering to the direct or indirect use of living organ- Three key supporting elements of a roadmap are
isms, or parts or products of living organisms, in their applications/needs, architecture, and growth trends.
natural or modified forms.
Applications or customer/market needs deter-
• Information Technology: Applied computer systems mine drivers for the roadmap. Drivers are usually of the
- both hardware and software, including networking following types: “Do more,” “do for less,” “do new
and telecommunications. things,” “do enabling things.” Applications are often
expressed in grand challenges for the field. For example
• Cognitive Science: The study of intelligence and
the table below lists the Grand Challenges for the US
intelligent systems, with particular reference to intel-
National Nanotechnology Initiative [8]:
ligent behavior as computation.
NNI Grand challenges (2001)
BENEFITS OF ROADMAPPING
• Nanostructured Materials “By Design;”
In roadmapping, a team is concerned with under-
• Nanoelectronics, Optoelectronics And Magnetics
standing and planning for innovations, defined as “the
• Advanced Healthcare, Therapeutics And Diagnostics
introduction of something new.” For our roadmapping
purposes, this is taken to mean new technology put into • Nanoscale Processes For Environmental Improvement
practice and widespread use. A technology may be in- • Efficient Energy Conversion And Storage
vented, but will not be an innovation until widely applied. • Microcraft And Robotics
• Nanoscale Instrumentation And Metrology
Roadmapping should help teams answer ques- • Manufacturing At The Nanoscale
tions such as: How will fields interact to create innova- • Nanostructures for Chemical, Biological, Radiological, and
tions? What innovations will occur and when? What is Explosive (CBRE) Detection and Protection
needed to create innovations? What are gating factors for
innovations?

© 2003-2005 Albright Strategy Group, LLC 3 October 31, 2003 (Rev. 12/8/03, 1/15/04, 1/23/05)
 The next table lists Grand Challenges in Global Growth trends. Identification of long term, sus-
Health defined by the Foundation for NIH in October, tained growth trends is central to understanding which
2003 [9]. inventions can become innovations. Trends in enabling
technology result in continued declining costs for tech-
GOAL: To improve childhood vaccines:
GC#1 Create effective single-dose vaccines that can be used nology applications and increasing sophistication of
soon after birth; applications.
GC#2 Prepare vaccines that do not require refrigeration; Declining costs of technology allow increasingly
GC#3 Develop needle-free delivery systems for vaccines.
complex applications. These trends have been apparent
GOAL: To create new vaccines:
GC#4 Devise reliable tests in model systems to evaluate live
in information technology for more than 40 years. For
attenuated vaccines; example, Figure 5 shows the exponential growth of com-
GC#5 Solve how to design antigens for effective, protective puting power that began in the 1940’s and continues at
immunity; the present [3].
GC#6 Learn which immunological responses provide protec-
1015
tive immunity.
IBM ASCI White
GOAL: To control insects that transmit agents of disease: 1014 Lawrence Livermore
GC#7 Develop a genetic strategy to deplete or incapacitate a National Laboratory
1013 Intel ASCI Red
disease-transmitting insect population; Sandia National
GC#8 Develop a chemical strategy to deplete or incapacitate a TeraFLOP 1012 Laboratory
Hitachi/Tsukuba
disease-transmitting insect population. CP-PACS/2048 Fujitsu
1011
GOAL: To improve nutrition to promote health: 'NWT' NAL
Intel XP/S140
GC#9 Create a full range of optimal, bioavailable nutrients in a 1010 Sandia National
single staple plant species. GigaFLOP 109 CRAY YMP
Laboratory

GOAL: To improve drug treatment of infectious diseases:

GC#10 Discover drugs and delivery systems that minimize the 108
CRAY 1S
likelihood of drug resistant micro-organisms.
107
GOAL: To cure latent and chronic infections: CDC 7600

GC#11 Create therapies that can cure latent infections; MegaFLOP 106 CDC 6600

GC#12 Create immunological methods that can cure chronic IBM STRETCH
105
infections. IBM 7090

GOAL: To measure disease and health status accurately and 104

economically in developing countries: IBM 704
103 IBM 701
GC#13 Develop technologies that permit quantitative assess-
ENIAC
ment of population health status; 102
GC#14 Develop technologies that allow assessment of individu-
101
als for multiple conditions or pathogens at point-of-care.
100
1940 1950 1960 1970 1980 1990 2000 2010

Architecture defines how the pieces of the prob-

lem fit together. The architectural elements become the Figure 5. The power of the fastest computers has
grown exponentially since the 1940’s
framework for the technology roadmap and help deter-
mine the priorities of work to achieve the roadmap’s ob-
Declining semiconductor costs enable applica-
jective. An architecture for roadmapping convergence
tions using greater amounts of stored data and more com-
was suggested by discussion at the Convergence Com-
plex algorithms for processing. For example, steady in-
mercialization Workshop at US National Science Founda-
creases in the abilities of chess playing computers tracked
tion, September 22, 2003 and is shown in Figure 4.
the advances of the fastest computers of the day to the
Social Implications point that computers now compete at the highest level.
Voice processing, a complex processing challenge, is
Legal Implications
Increasing Societal Value

Business
becoming practical in compact, often portable electronics
Cognitive

Organization
with the use of low cost memory and digital signal proc-
Nano

Applications
Info

essing. Lower cost electronic processing is also replacing

Bio

Standards mechanical functions in automobiles and other large

Integration
equipment.

Research Information technology trends are well estab-

lished and are widely tracked and used for forecasting.
The ten year forecast of needed capabilities of the Inter-
Technological Field national Technology Roadmap for Semiconductors is
Figure 4. Architecture for Convergent Technologies updated every two years. Many of the same information
enabling technologies will apply to fabrication of nano-
scale devices, although we must look for new exponential
© 2003-2005 Albright Strategy Group, LLC 4 October 31, 2003 (Rev. 12/8/03, 1/15/04, 1/23/05)
power and cost trends. In biotechnology, the exponen- An important next step toward creating road-
tially declining cost of genetic sequencing has been active maps for converging technologies is identification of ar-
for about ten years, and appears to have many more dec- eas where there is important interaction among the fields.
ades of improvement. Semiconductor technology is also An example based on the application sets presented ear-
a driver for genetic analysis as chips for DNA and protein lier is shown in Figure 7. In the figure, the four technol-
analysis are developed. ogy convergence fields are mapped to applications (chal-
lenges), showing where the intersections and enabler will
Cognitive science is the most problematic of
likely be found. The technology fields could be further
convergence areas where trends are concerned. The
segmented, and the applications could be further filled
problems of Cognitive and brain science are ones of how
out. The technology segmentation could form the basis of
to accomplish goals – understanding the processes that
an architecture for a set of technology roadmaps that
are taking place – rather than the speed or number of
show how the applications can be implemented.
steps. For example, the promise of artificial intelligence
has not been advanced to the extent hoped by increased A systematic analysis of trend areas can begin
processing power. Results are more a function of algo- with information technology, where the trends are well
rithms and understanding of complex cognitive skills. understood, and then move into nanotechnology and bio-
technology trends.
Positive innovation loop. Lower capital re-
quirements allow more people to use the technologies for With supporting information developed, a road-
innovation. The lower costs of enabling technologies mapping team can define the scope of the roadmap they
allow more people to be involved and to collaborate in seek to create along with a set of objectives. They then
new ways. This positive innovation loop is shown in can develop a roadmap to realize their objectives.
Figure 6 [3]. The innovations of many technology start-
up corporations are possible due to lower costs and re- REFERENCES
duced financial risks. The open source movement in [1] Albright, Richard E., et al, Technology Roadmapping, Re-
software development that emerged in the 1990’s has search and Technology Management, Vol. 46 No. 2, 26 –
been enabled by low cost, widely available global com- 59, 2003.
munications of the internet, low cost powerful computers, [2] Albright, Richard E., Roadmapping for Global Platform
and widely available software – allowing rapid contribu- Products, Product Development and Management Associa-
tions to innovative software systems and rapid application tion Visions Magazine, Vol. 26 No. 4, 19 – 22, 2002.
and improvement by many individuals. [3] Albright, Richard E., What Can Past Technology Forecasts
Tell Us About the Future?, Technological Forecasting and
Sustained Social Change, Vol. 69 No. 5, pgs. 443 – 464, June, 2002.
Exponential [4] Kappel, Thomas A., Perspectives on roadmaps: How or-
Trends ganizations talk about the future. Journal of Product Inno-
Innovations Declining Costs vation Management, Vol. 18 No. 1, 39-50, 2001.
[5] Kostoff, R. N., Schaller, R. R., Science and Technology
Roadmaps, IEEE Transactions on Engineering Manage-
ment, Vol. 48, No. 2, pp. 132 – 143, May 2001.
Increased [6] R Phaal, R., Farrukh, C.J.P., and Probert, D.R., Fast Start
Contributions Lower Technology Roadmapping, International Association for
Investment for Management of Technology,
to Science and [Link] 2001.
Industry Innovation
[7] Williard, C. H. and McClees, Motorola’s Technology
Learning
Roadmap Process, Research Management, Vol. 30, No. 5,
13 – 19, Sept. – Oct. 1987.
Widespread Activity [8] National Nanotechnology Initiative, Research and Devel-
. opment Supporting the Next Industrial Revolution,
Figure 6. Sustained technology trends lower invest- Supplement to President’s FY 2004 Budget, Oct. 2003.
ment, creating a positive innovation loop. National Nanotechnology Initiative, [Link]
[9] Foundation for the National Institutes of Health (FNIH),
Grand Challenges in Global Health initiative,
[Link] 2003.

MOVING FORWARD
To prepare to move ahead with roadmapping for
converging technologies, teams should work in three ar-
eas, defining applications and related technology areas,
identifying trends, and refining architectures.
© 2003-2005 Albright Strategy Group, LLC 5 October 31, 2003 (Rev. 12/8/03, 1/15/04, 1/23/05)
 Figure 7. Application Mapping to Technology Fields
Nano Bio Information Cognitive
Application technology technology Technology Science
NNI Grand challenges (2001)
Nanostructured Materials “By Design;” X
Nanoelectronics, Optoelectronics And Magnetics X X
Advanced Healthcare, Therapeutics And Diagnostics X X X
Nanoscale Processes For Environmental Improvement X
Efficient Energy Conversion And Storage X X
Microcraft And Robotics X X
Nanoscale Instrumentation And Metrology X X
Manufacturing At The Nanoscale X
Nanostructures for Chemical, Biological, Radiological, and Explo- X X X
sive (CBRE) Detection and Protection

Grand Challenges: Foundation for NIH (10/2003)

GOAL: To improve childhood vaccines:
Create effective single-dose vaccines that can be used soon after X X
birth;
Prepare vaccines that do not require refrigeration; X X
Develop needle-free delivery systems for vaccines. X X
GOAL: To create new vaccines:
Devise reliable tests in model systems to evaluate live attenuated X X
vaccines;
Solve how to design antigens for effective, protective immunity; X X X
Learn which immunological responses provide protective immu- X X
nity.
GOAL:To control insects that transmit agents of disease:
Develop a genetic strategy to deplete or incapacitate a disease- X X
transmitting insect population;
Develop a chemical strategy to deplete or incapacitate a disease- X X
transmitting insect population.
GOAL: To improve nutrition to promote health:
Create a full range of optimal, bioavailable nutrients in a single X X
staple plant species.
GOAL: To improve drug treatment of infectious diseases:
Discover drugs and delivery systems that minimize the likelihood X X
of drug resistant micro-organisms.
GOAL: To cure latent and chronic infections:
Create therapies that can cure latent infections; X X X
Create immunolgical methods that can cure chronic infections. X X X

GOAL: To measure disease and health status accurately and economically in developing countries:

Develop technologies that permit quantitative assessment of X X

population health status;
Develop technologies that allow assessment of individuals for X X X
multiple conditions or pathogens at point-of-care.

© 2003-2005 Albright Strategy Group, LLC 6 October 31, 2003 (Rev. 12/8/03, 1/15/04, 1/23/05)