DR2IVE Program

First and Largest RI Program

DR2IVE was the first program of the Roadmaps Institute and it is the largest program because it requires a company as a champion to bring in suppliers and customers to undergo the learning and transformation in a collaborative manner. 

DR2IVE was originally developed to meet the needs of the Aerospace Industry, but its modular design and logical methodologies made it applicable to any industry. 

DR2IVE provides the highest possible return project portfolio by getting an organization along with its alliances to the Alliance Frontier with  all companies doing a full Industry Segment Analysis.  A Industry Segment Analysis scores your entire company or division on all charts in your Industry Segment Model.  Each attribute in the scored step charts ... and there are hundreds ... are then compared across your enterprise and alliances to identify not only gaps between current state and world-class best practices, but to also identify high return opportunities across your enterprise and alliances.   

There is no other program like DR2IVE in the world.   Watch the videos Twelve DR2IVE Principles and DR2IVE Defined to learn more.

Transcript of DR2IVE Defined Video

Voiced by Dr. Stephen Starling, Developer of DR2IVE and Founder of RI

Welcome to the short presentation on DR2IVE Defined.

 DR2IVE stands for the acronym “Developing Robust Roadmaps Integrating Value Enterprises.”  

The term “Developing” reinforces the fact that assessment coupled with improvement must be a never-ending process. 

“Robust” focuses on reduction of variation and optimization of strategic plans within and between multiple organizations with a particular focus on alliances in expanding what we call the efficient frontier.  

“Roadmaps” advocates a systematic collaboration methodology using projects as the building blocks that are networked together into five-year robust roadmaps with measurable results.

“Integrating” promotes the use of the “Robust Roadmaps” as the basis for strategic collaboration both internally between divisions and business units as well as externally between alliances, mergers, acquisitions, and other partners.

“Value” reduces the scope to core enterprises that add value from the customer's viewpoint and focuses the organizations engaged on optimizing their efficient frontier through planning for the collaborative “Robust Horizon.”

“Enterprises” defines organizations that have established processes that integrate their businesses and proactively manage their strategic plans through “Robust Roadmaps” focused on what we call the “Robust Horizon.”

DR2IVE core processes are essentially five different processes. The Design Process, Score Process, Audit Process, Roadmap Process, and the Robust Process. Every one of the processes within DR2IVE is represented essentially as acronyms.  For example, “Robust” stands for Review, Opportunity, Broker, Unite, Start, and Track. There are 29 different phases within the five process of DR2IVE.

The goals of DR2IVE are pretty clear.  What we want to try to achieve is to collectively expand each organization's Efficient Frontier.  Now when I bring up multiple organizations, what I’m implying is there are organizations within a given enterprise and then between different enterprises too.  So we're using the term “organization” in a general context to represent business units, divisions, enterprises themselves, companies that are within a chain … say like customers and suppliers.  Even “organization” represents government entities, so we're using a generic relatively ambiguous term throughout the discussion of DR2IVE and certainly within the book that is associated with this presentation.  So the idea with the expansion of the frontiers is to yield greater returns using the same or even less resources and to be able to clearly articulate that to upper management, within organizations, and be able to lead efforts to improve.

The idea is to enable professionals by expanding essentially their frontier utilizing what are called Robust Roadmaps. Robust Roadmaps are actionable. They're tangible, unlike when I would go into many companies and we would ask ….  you know … for example with e-commerce … “What is your technology roadmap?”  Managers would look at us and say “Well, we have one. Don't know where, but we have one somewhere.”  And then they would go and they would look for about a week or two, and ask around, and then eventually maybe come up with some sort of spreadsheet or Word file from their I.T. group in terms of what their technology roadmap was.  Similarly, the same type of thing exists … within say Cost Management … and in other areas. 

So what we're trying to do actually is to try to generate and create essentially a centralized, actionable type of roadmap not only within an organization itself, but within the enterprise, and then even a roadmap associated with the alliances that work together.