These are the top problems with innovation portfolio management in large companies—and the shift that will accelerate adopters to high performance and growth.
#innovation #management #portfoliomanagement #data #highperformance
#innovation #management #portfoliomanagement #data #highperformance
Overpromise, overinvest, crash-and-burn in two years
Big investments force teams to spend heavily from the outset in order to appear credible in reaching the promises of their pitch and avoid losing their funds.
Big investments force teams to spend heavily from the outset in order to appear credible in reaching the promises of their pitch and avoid losing their funds.
Lack of consolidated internal view
No one has a clear view of what is actually happening inside their company: what capabilities exist, the gaps to be addressed, and the opportunities to be leveraged when the perfect moment arises.
No one has a clear view of what is actually happening inside their company: what capabilities exist, the gaps to be addressed, and the opportunities to be leveraged when the perfect moment arises.
Lack of definition of portfolio progress
Most companies are still measuring progress as output—the completion of work—without tracking (or even establishing) meaningful outcomes for the customer and the business.
Most companies are still measuring progress as output—the completion of work—without tracking (or even establishing) meaningful outcomes for the customer and the business.
Lack of consolidated external view
Companies lack a consistent, customized view of external factors that could affect their business or industry.
Companies lack a consistent, customized view of external factors that could affect their business or industry.
Timing of investments
The timing challenge arises from both market and technical maturity: sometimes the market is not ready, and sometimes the market is ready but the technology is not.
The timing challenge arises from both market and technical maturity: sometimes the market is not ready, and sometimes the market is ready but the technology is not.
Data capture is an afterthought
Data is often the last thing teams consider in portfolio management. They bring a product to market without even knowing the outcomes they’re aiming, what data they should monitor or be in place to support tracking capabilities.
Data is often the last thing teams consider in portfolio management. They bring a product to market without even knowing the outcomes they’re aiming, what data they should monitor or be in place to support tracking capabilities.
Companies need to reorient themselves, not around a portfolio of products they are building, but the information they need to gather from their products—their Information Portfolio.
If this resonates with you, I recommend you download Precision Product Creation paper
Link here link.barryoreilly.com/precision-prod…
Link here link.barryoreilly.com/precision-prod…
Or you can join the Precision Product Creation: The Right Offer At The Right Time By Creating Your Information Portfolio live event with Maija Hovila, Tuomas Syrjänen, and I this Thurs. 9am PT / 5pm GMT
Click here and be notified when we go live
Click here and be notified when we go live
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