Nowadays, companies are facing many challenges. The product life cycle is getting shorter while the complexity and the demand for product customization are increasing. Technology Roadmapping (TRM) has been widely used as a strategic management tool to help organizations in effectively identifying potential products or services for the future, determining proper technology alternatives, and mapping them with resource allocation plans. With the completion of TRM implementation, any organization can be assured that its required technologies and infrastructures will be ready when needed. Implementing TRM as a part of the ongoing strategic/business planning process is challenging because it may affect the organizational work process, structure, and culture. Therefore, an organization needs to understand how the changing roles and responsibilities of key players involved in the TRM process match with the dynamics of TRM implementation in each stage. This paper illustrates the dynamics of TRM implementation and presents a case study to demonstrate how one of the leading building product manufacturers in the ASEAN region went through the process. © 2008 Elsevier Inc. All rights reserved.