esigning and having a response team in place, on planning business continuity and service continuity aspects, and the importance of developing a culture to embracing change in the organization. We also briefly discussed proposed measures of roadmap mutability and roadmap agility to help assess and evaluate aspects of roadmap management for the organization, which could help answer questions about the flexibility of the roadmap and the speed with which the organization evolves. This chapter emphasized that managing evolving LTE networks is also about paying attention to aspects of network resilience, business and service continuity planning, and being responsive to changes as needed in the industry. CHAPTER 6 A Process for Network Roadmap Evolution Plans are worthless, but planning is everything. -Dwight D. Eisenhower, Public Papers of the Presidents of the United States Driving is not about getting the car going in the right direction. Driving is about constantly paying attention, making a little correction this way, a little correction that way. -Kent Beck, Extreme Programming Explained Product development is tough, but getting customers to pay for what they want and keeping them happy is tougher. Remaining competitive while developing the product to suit the customers' needs and running a profitable business are even tougher. A great product remains successful over the years, has good customer backing and satisfaction, and enables the company to remain profitable enough to make even better products. This requires many people (business development, systems engineering, product development, product support, management, sponsors, customers) to work well together. And yet, their efforts may not bear much fruit if other things not under its control conspire against a company's efforts. Critical and central to all of this is the ability of the organization to develop a culture of roadmap awareness. By this we mean not just an ability to make a great roadmap, but also cultivating a sense of caring for this, to keep th