All Foundries

商品管理と取引

データに基づくインサイトと、セキュアで機動性の高いプラットフォームにより、グローバルな商取引を支えるトレーディングエコシステムを変革します。

顧客とマーケティング戦略

パーソナライズされたつながりある体験を通じて顧客エンゲージメントを再構築し、信頼と長期的な価値を築きます。

デジタルエンジニアリング

アイデアをスケーラブルなデジタルソリューションへと転換し、デザイン・テクノロジー・エンジニアリングの力で加速させます。

ステーション・スタジオ

デジタルイノベーションでモビリティハブを再定義し、移動中の人々と企業に、よりスマートでサステナブルな体験を創出します。

サプライチェーン＆インダストリー5.0

変化を予測し、目的を持って効率性を実現する、強靭で知的な供給ネットワークを構築します。

サステナビリティ

責任あるイノベーションを推進し、組織がネットゼロ目標を達成し、将来の世代に良い影響をもたらすよう応援します。

Physical AI

Physical AI gives machines, robots and physical operations the ability to perceive their environment, decide what matters and act in real time. Factories, plants, stores and infrastructure become systems able to sense conditions, learn from them and improve on their own, closing the gap between the physical and the digital world.

Next-Gen Infrastructure

From networks as infrastructure to connected platforms that enable critical, autonomous and intelligent operations.

3% more invoices per person in an automated Procure-to-Pay cycle

Purchasing teams spent hours on each invoice, and the cycle had gaps in control. NTT DATA reviewed operations, tools and the organizational model, then built a roadmap with four automation scenarios. Each person in the process now handles 43% more invoices, and the process runs with 34% fewer full-time employees.

3% more invoices per person in an automated Procure-to-Pay cycle

43% more invoices per person in an automated Procure-to-Pay cycle

お問い合わせ

Mobile commerce experience using a consistent intake model to capture product requests, promotions and portfolio opportunities in a structured way, helping teams evaluate demand, compare options and prioritize what moves forward.

心を動かす会話

Intake Process & Roadmap Planning for Prioritization

Product and development capacity is finite. A structured intake and prioritization model helps teams weigh competing requests and decide what moves forward, what needs more definition and what should wait.

会議のスケジューリング

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When hundreds of requests compete for roadmap space each quarter, teams can spend too much time assessing tactical asks without a clear view of their strategic value. Without consistent intake information and measurable prioritization criteria, quarterly plans can quickly move away from longer-term business priorities.

WHY THIS INTAKE PROCESS & ROADMAP PLANNING FOR PRIORITIZATION CHALLENGE?

Five barriers to better roadmap decisions

1. Too many competing requests
High request volumes make it harder to distinguish urgent asks from work that deserves roadmap investment.

2. Solutions arrive before problems are clear
Requests are often framed as predefined features or solutions before the underlying business problem has been properly defined.

3. Business impact is difficult to compare
When expected outcomes are unclear, teams lack a consistent basis for comparing one request with another.

4. Discovery capacity is limited
Product and development teams cannot investigate every request in depth, making early qualification essential.

5. Priorities can drift from business goals
Without a clear link to agreed themes, objectives and measurable outcomes, tactical requests can pull the roadmap away from longer-term priorities.

主なメリット

Make prioritization easier to explain and act on

A structured intake and outcome-based planning model gives teams a more consistent way to decide what moves forward and why.

Stronger intake from the start

Capture the underlying problem, affected area and supporting context early, helping teams clarify or filter requests before deeper evaluation.

Clearer strategic fit

Test each candidate against an agreed theme, objective and measurable key result rather than relying only on perceived urgency.

Greater team autonomy

Shared themes establish direction while teams define the objectives and key results that reflect their responsibilities.

More consistent roadmaps

Stronger qualification before commitment helps quarterly planning remain closer to annual business priorities.

NTTデータのサポート体制は？

Design a consistent intake model

Define the information teams need before a request can enter prioritization, including the problem to solve, business context and affected area.

Product planning team designing a consistent intake model for new requests, capturing business needs, required context and supporting information early to improve evaluation, prioritization and roadmap decisions.

Connect intake to strategic priorities

Use themes, objectives and measurable key results to assess whether proposed work contributes directly to agreed outcomes.

Product planning team connecting incoming requests to strategic priorities, evaluating business needs against shared objectives and expected outcomes to support clearer prioritization, stronger alignment and more focused roadmap decisions.

Structure prioritization and trade-offs

Support ranking across product value streams, capacity assessment and leadership trade-offs before commitments are finalized.

Product planning team structuring prioritization and trade-offs across competing initiatives, comparing value, strategic alignment and constraints to make transparent decisions about what moves forward, what waits and where resources should be focused.

Build transparent roadmap governance

Use dashboards to track priorities, roadmap progress and delivery status, while making team capacity visible and supporting the change management needed to keep the process working consistently.

Product planning team building transparent backlog governance by reviewing requests against shared criteria, status and priorities, making it easier to understand why initiatives move forward, remain pending or require further clarification.

Select the right software and setup

Support software selection, define the system structure needed to run the process and establish a consistent business case format for evaluating proposed initiatives.

Product planning workspace comparing software options, workflow structures and business case formats to define the right setup for a consistent intake, prioritization and roadmap planning process.

Retail operator using a mobile commerce application to review product options and roadmap priorities during store replenishment, connecting real-world demand, assortment decisions and delivery activity to support more responsive commercial planning.

実証済みの効果

Shared priorities, scalable solutions

Quarterly alignment helps product teams prioritize shared business needs and scale the right solutions across markets.

重要な結果

A planning model built for scale

The model created a common way to prioritize across markets, align teams around shared OKRs and turn country needs into clearer product decisions.

Expansion across market

The digital ecosystem expanded to 15+ countries in two years

Shared backlog alignment

90% of the global backlog was aligned across teams and with company OKRs.

Scalable solutions over isolated requests

Prioritization shifted toward global solutions tied to business problems instead of addressing requests one by one.

Clearer quarterly decisions

Quarterly alignment across stakeholders gave Product teams a clearer view of country opportunities, priorities and their business impact.

Bring stronger intake and outcome-based prioritization into your next planning cycle

Work with NTT DATA to connect structured intake, OKRs, backlog governance and roadmap trade-offs through a clearer planning mode.

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