Congratulations, you got the job! Your company has realized it lacks breakthrough growth opportunities. After some idea generation and strategic analysis, they have selected several new territories that seem to be target rich. Maybe the territory is built around a market segment, like aging. Or perhaps around a technology, like augmented/virtual reality (XR). Or a
By David Matheson, SmartOrg We recently helped a major chemical company conduct its portfolio review for 128 growth projects. Using SmartOrg’s Portfolio Navigator web-based evaluation platform, they systematically looked at the uncertainties in their business cases. Many project leaders saw tremendous upside and developed ways to pursue it. But when I systematically looked across the
By David Matheson, SmartOrg I was presenting the results of an in-depth portfolio review to the president of a major chemical company. “Will I meet my growth goals?” she asked. Every planning process in the company involved her setting a goal and the business units (BUs) responding with how they were going to meet them.
By David Matheson, SmartOrg “I had never felt so badly about creating a success,” Michael, the CTO told me. He was in charge of a large R&D organization and he had a very cool, slightly quirky technology. He asked for many proposals for how to exploit it. Every time the financials came in, it just
“I had never felt so badly about creating a success” Michael, the CTO told me. He was in charge of a large R&D organization and he had a very cool, slightly quirky technology. He asked for many proposals for how to exploit it. Every time the financials came in, it just wasn’t enough. Under pressure
Download PDF By David Matheson, SmartOrg At the Front End of Innovation event in Boston last month, Alexa Dembek of DuPont and Neal Gutterson of Corteva Agriscience shared their perspectives on navigating the Merger of the Century between DuPont and Dow Chemical. The merged DowDuPont has split into three separate publicly-traded entities: Dow for commodity
By David Matheson, SmartOrg At a recent workshop, a group of 35 R&D and innovation executives in industries ranging from automotive to healthcare came together to benchmark improvement potential. Each selected a real example project from their portfolio and applied an estimation model based on benchmarks and experience developed at DuPont Safety & Construction with
At a recent innovation conference, Henry Bryndza of DuPont reported on how they had improved the returns of their innovation across the portfolio by 2-3 times. But was this a fluke, a one-off result due to their particular circumstances? Or would applying the methods that Henry used result in similar benefits for other companies? At
Download PDF By David Matheson, SmartOrg Breakthrough innovation takes an organization out of its familiar comfort zone into a realm of uncertainty. Unlike incremental innovations into existing product domains and markets, where the behavior of technology and customers is well understood, breakthrough innovations entail using new technologies, selling to new kinds of customers, or both.