This is the time of year to check if the annual R&D budgeting process has set up the organization for success. One question kept bugging me from a recent executive portfolio review I attended. The R&D exec asked me: “We have reallocated 10% of R&D budget across business lines. Is this the right move?” In… Read More Dramatic shifts or stable allocation of R&D resources?
Just before the start of the year, Bicore has moved into a new office overlooking Eindhoven Airport. This triggered a lot of debate about the name of our Portfolio Management solution, FLIGHTMAP, again. This name was selected because it illustrates that a plan is needed to guide an organization to its goals (strategic objectives), but… Read More 2018: Roadmapping meets Portfolio Management
How utilities are becoming more innovative Most posts on this blog describe innovation portfolio management. Portfolio’s of innovation ventures, new product & business development projects, and R&D require frequent updates. In the past two years, I have also witnessed the dynamics of other portfolio’s change, in more traditional sectors such as real estate and utilities. In… Read More New rules for utility portfolio management with data analytics
In the past three weeks, I was in three board room meetings to support portfolio reviews. In all three cases, the question came up how to best start a portfolio review, and the temptation was to start with a bubble plot showing all portfolio candidates. While this is a good view to start with in an analyst setting,… Read More No bubbles in the boardroom?
Finally In 2014 we have seen confirmation that portfolio management (PFM) is a process and a discipline in itself, and not an add-on to Project and Program Management (PM). Although a lot of important knowhow and best practices are gathered under headings such as P3M (Project, Program, Portfolio Management), the implicit grouping of these topics… Read More The end of PPM as we knew it, and what’s next?
Why portfolio management is inherently complex This week, I discussed the various reasons why portfolio management is tough to implement with two different FLIGHTMAP clients. Where one of the talks focused on the behaviour side (the role of politics, intuition, culture), the second one was more about the inherent (almost mathematical) complexity. In our view… Read More Seven dimensions of portfolio management
Business innovation as the growth option In today’s search for growth, most organizations realize the importance of developing new business. Without growth, there is very little room for development, and growing through acquisitions is at best imperfect, especially in terms of value creation. The main challenge of today’s enterprise is not whether to focus on both running the… Read More Three ways to ruin new business programs
The growing importance of innovation requires new ways to value the R&D asset and project portfolio. Novel tools offer the right combination of actual costs, risks, and business case forecasting for the CFO to do this. This leads to improved decision-making about innovation as investment. CEO’s and CTO’s agree with this view In a recent global… Read More Putting a value on innovation: the CFO perspective
Sometimes, it is comforting to see scientific confirmation for lessons learnt in practice. This happened for portfolio management in the March 2014 issue of the Journal of Product Innovation Management (JPIM), one of the most renown research journals in this domain. German researchers Behrens and Ernst found the best way to support “kill” decisions for… Read More Science update: how to kill bad projects
Servitization: from product to service business models My definition of service innovation is simple, it is the successful creation and adoption of new services. This definition includes the special case of servitization, where a company adds service propositions to its historical products portfolio. During the 1990’s, I worked in IBM, where the main innovation thrust… Read More Servitization: Bringing Services in the Innovation Portfolio