Download PDF By David Matheson, SmartOrg A Silicon Valley company recently asked SmartOrg to help with their growth challenge. They knew that to really grow, they needed to identify technology inflection points that defined the next big waves that they could ride. But as their company grew and their industry got more complex, it became
Download PDF By David Matheson, SmartOrg In last month’s ValuePoint, I shared two methods our customers use to drive breakthrough growth from their portfolios. These methods help them to reposition or expand products, make acquisitions, reallocate resources, define higher goals or otherwise make decisions to drive more growth. In this ValuePoint, I share two more
Download PDF By David Matheson, SmartOrg I’ve been keeping a catalog of methods our customers use to drive breakthrough growth from their portfolios. At a recent innovation conference (see “Profitable Pivots at MindXchange” at the end of this article), I validated and refined those methods with a group of about 30 innovation executives. Participants were
Download PDF By David Matheson, SmartOrg SmartOrg will be at Frost & Sullivan’s MindXchange event, New Product Innovation & Development (NPID), held January 9-11, 2017 at the San Diego Marriott La Jolla Hotel in La Jolla, CA. SmartOrg is one of the corporate sponsors of this year’s NPID. “Visionary Strategy and Leadership in Transformational Times”
In a resource-constrained world, Innovation and Finance often work at cross-purposes. Innovation teams balk at Finance placing restrictions on resources and demanding precise, fixed estimates of project results. Finance sees Innovation teams as a source of unnecessary risk and expense without certainty of return. This tug-of-war distracts both Innovation and Finance from growing the business.
"Use the portfolio process because it delivers business value, not just because it is a best practice" is a reminder that the tool is a means to a goal, not the goal itself. Always ask yourself how strategic portfolio management can tangibly advance the business goals of the company and deliver recognizable results.
Developing and successfully launching new products can be a very risky undertaking. There are many unforeseen hazards between concept and launch. No matter how carefully you forecast and plan, you are negotiating uncharted waters. It can be a messy process, full of surprises--some good and some bad.
The idea that pursuing every innovation opportunity is the best way to maximize the power of an innovation portfolio is appealing. If there were no limitations on available resources, every project with a positive net present value (NPV) would indeed be worth pursuing.