This is the story of a radical new product idea: a solar teapot. Given limited resources and uncertainty, is this a product the company should fund? The “Saga of the Solar Teapot” is a simplified example of how companies use Value-based Management to address this challenge.
Succeeding at innovation requires getting many things right. This issue reports results of ongoing SmartOrg research into the best practices of innovation management, augmented by a recent informal survey of executives at the Connecting Group’s Optimizing Innovation 2009 conference.
In the June 2009 ValuePoint, a brief overview was provided of how value-based portfolio management has helped Dow AgroSciences (DAS) exceed sales and EBIT growth goals. Now you can view the whole story. “Optimizing Project and Portfolio Value in Uncertain Times”—a Frost & Sullivan eBroadcast—is now available on a free CD.
“We have too many projects for our resources: how do we select the best ones to pursue?” This was one major challenge identified by executives who participated in “Better, Cheaper, Faster: How Value-Based Management Delivers Vastly Improved Portfolio Results,” a Stanford University/SDG webinar.