Practitioners are finding it increasingly difficult to develop effective roadmapping efforts for many new products and innovations. We argue that this difficulty stems from the fundamental differences between many of today's innovations and earlier ones. Many current innovations are: using technology differently; more heavily constrained; forcing new business models and increasingly being shaped by drivers. Current roadmapping techniques do not translate well to this new reality. Roadmapping efforts for these innovations are increasingly failing to meet their primary goal of including technology into the strategic process of firms, regions or industries. We seek to address this concern by creating a new roadmapping technique, one we name Technology Landscaping. We build this technique by basing it upon the relevant sections and structures found in first and second generation roadmapping theories and practices. We then apply new theory and processes that are in alignment with the nature of these new products and innovations. We test our model through a case study of new pharmaceutical industry innovations. Finally, we present our new roadmapping technique.