The credibility of a company, both internally and externally, rests largely in the abilities of its decision makers to make sound, strategic decisions that will benefit everyone from the corner office to the mail room and stretching out to its clients, vendors and customers.

8 min listen

During the last six months we have discussed five of the the Six Principles of Strategic Portfolio Management that enable companies to derive the most value from their investments in R&D, NPD, NPD and other business opportunities.

10 min read

we discussed the fourth principle of strategic portfolio management: “Embracing Uncertainty and Dynamics.” When we go through the process of analyzing all the possible dynamics that can come up during the life cycle of a project.

5 min study

we addressed the fourth principle of strategic portfolio management: conducting credible, comparable evaluations. Now, let’s take a look at how the process of embracing uncertainty and dynamics, and how explicitly evaluating the uncertainties is the key to unlocking value.

8 min listen

When it comes to portfolio management it can be easy — in many cases, too easy — to explore the theory side of the equation without looking at how companies in the real world are living the principles of value creation. Let’s take a look at how one of the largest petroleum companies benefited from implementing them.

5 min listen

In an ordinary setting that lacks focus, peoples’ objectives tend to be driven by personal agendas, functional perspectives and individual biases. There is no structure–metrics and analytics are not clearly connected to value creation, or they are manipulated to advance personal agendas. Without a focus on value creation, information is more likely to be selected to support personal agendas or positions, resulting in the application of irrelevant information to arrive at decisions.

5 min listen

Stanford University Lecture on Portfolio Management

5 min study