Portfolio Planning Dos and Don’ts <ul><li>How to launch a successful product </li></ul>Presented to the Northern Californi...
Portfolio Elements <ul><li>Customer Needs  </li></ul><ul><li>Organizational Capabilities </li></ul><ul><li>Channel and Mar...
Customer Needs <ul><li>Core problems to solve </li></ul><ul><ul><li>What does the customer want now </li></ul></ul><ul><ul...
Org. Capabilities <ul><li>Strategic Vision </li></ul><ul><li>Brand History </li></ul><ul><li>Organization Structure </li><...
Market & Channel  Cadence <ul><li>Major players </li></ul><ul><li>Number of Channels </li></ul><ul><li>Reset/Planning Wind...
Org. Capacity <ul><li>Development Methodology </li></ul><ul><li>Development Capacity </li></ul><ul><li>Development Cycle-t...
Portfolio Elements <ul><li>Customer Needs  </li></ul><ul><li>Organizational Capabilities </li></ul><ul><li>Channel and Mar...
Build Alignments <ul><li>Sort problems to solve </li></ul><ul><li>Find efficient solutions </li></ul><ul><li>Look for the ...
Synch Pace <ul><li>Customer and Channel Cycles </li></ul><ul><li>Development Cycles </li></ul><ul><li>Established Cadence ...
Strike a Balance Capacity Market Company Customer © Anthony Reese 2009
Case Study: Voyager Pro <ul><li>Customer Needs  </li></ul><ul><li>Organizational Capabilities </li></ul><ul><li>Channel an...
Case Study: Voyager Pro © Anthony Reese 2009
Customer Needs <ul><li>Core problems to solve </li></ul><ul><ul><li>What does the customer want now </li></ul></ul><ul><ul...
Org. Capabilities <ul><li>Strategic Vision </li></ul><ul><li>Brand History </li></ul><ul><li>Organization Structure </li><...
Market & Channel  Cadence <ul><li>Major players </li></ul><ul><li>Number of Channels </li></ul><ul><li>Reset/Planning Wind...
Org. Capacity <ul><li>Development Methodology </li></ul><ul><li>Development Capacity </li></ul><ul><li>Development Cycle-t...
Strike a Balance Capacity Market Company Customer
Case Study: Voyager Pro <ul><li>Customer Needs  </li></ul><ul><li>Organizational Capabilities </li></ul><ul><li>Channel an...
Questions
Kano Diagram Performance Satisfaction Basic Performance Exciters © Anthony Reese 2009
Success © Anthony Reese 2009
Voyager Pro www.plantronics.com/voyagerpro © Anthony Reese 2009
Team Decision Making <ul><li>Symptoms of poor decision practice are: </li></ul><ul><li>Decisions take too long – some are ...
Presenter Information <ul><li>Anthony Reese  </li></ul><ul><li> :  [email_address] </li></ul>
Upcoming SlideShare
Loading in …5
×

Portfolio Planning Dos and Dont's

1,479 views
1,431 views

Published on

Product portfolios and their design are critical to business success. Find the key portfolio structures and learn how to trim and focus a portfolio. A model for general portfolio structures and persistent management tensions will be presented along with a case study to illustrate the core portfolio planning issues. Presented at a Northern California PDMA chapter meeting July 22, 2009. For more Information please visit http://www.norcalpdma.org/.

Published in: Design, Technology, Real Estate
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,479
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
33
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Concept developed in the 80s by Noriaki Kano
  • Portfolio Planning Dos and Dont's

    1. 1. Portfolio Planning Dos and Don’ts <ul><li>How to launch a successful product </li></ul>Presented to the Northern California Chapter of PDMA July 22, 2009 by Anthony Reese
    2. 2. Portfolio Elements <ul><li>Customer Needs </li></ul><ul><li>Organizational Capabilities </li></ul><ul><li>Channel and Market Cadence </li></ul><ul><li>Organizational Capacity </li></ul>
    3. 3. Customer Needs <ul><li>Core problems to solve </li></ul><ul><ul><li>What does the customer want now </li></ul></ul><ul><ul><li>What will the customer want in the future </li></ul></ul><ul><ul><li>The 2-4X factor </li></ul></ul><ul><ul><li>The right mix of exciters or “Wow” features </li></ul></ul><ul><li>Identifying and focusing on the top priorities </li></ul>
    4. 4. Org. Capabilities <ul><li>Strategic Vision </li></ul><ul><li>Brand History </li></ul><ul><li>Organization Structure </li></ul><ul><li>Special Knowledge & Skills </li></ul><ul><ul><li>Core Competencies vs Differentiated Competencies </li></ul></ul>© Anthony Reese 2009
    5. 5. Market & Channel Cadence <ul><li>Major players </li></ul><ul><li>Number of Channels </li></ul><ul><li>Reset/Planning Windows </li></ul><ul><li>Competitive Presence & Movement </li></ul><ul><li>Breadth of offering </li></ul>
    6. 6. Org. Capacity <ul><li>Development Methodology </li></ul><ul><li>Development Capacity </li></ul><ul><li>Development Cycle-time </li></ul><ul><li>Functional Equivalence (Bottlenecks) </li></ul><ul><li>Technology Development </li></ul>
    7. 7. Portfolio Elements <ul><li>Customer Needs </li></ul><ul><li>Organizational Capabilities </li></ul><ul><li>Channel and Market Cadence </li></ul><ul><li>Organizational Capacity </li></ul>
    8. 8. Build Alignments <ul><li>Sort problems to solve </li></ul><ul><li>Find efficient solutions </li></ul><ul><li>Look for the 80/20 </li></ul>Company Customer © Anthony Reese 2009
    9. 9. Synch Pace <ul><li>Customer and Channel Cycles </li></ul><ul><li>Development Cycles </li></ul><ul><li>Established Cadence </li></ul>Capacity Market © Anthony Reese 2009
    10. 10. Strike a Balance Capacity Market Company Customer © Anthony Reese 2009
    11. 11. Case Study: Voyager Pro <ul><li>Customer Needs </li></ul><ul><li>Organizational Capabilities </li></ul><ul><li>Channel and Market Cadence </li></ul><ul><li>Organizational Capacity </li></ul>
    12. 12. Case Study: Voyager Pro © Anthony Reese 2009
    13. 13. Customer Needs <ul><li>Core problems to solve </li></ul><ul><ul><li>What does the customer want now </li></ul></ul><ul><ul><li>What will the customer want in the future </li></ul></ul><ul><ul><li>The 2-4X factor </li></ul></ul><ul><ul><li>The right mix of exciters or “Wow” features </li></ul></ul><ul><li>Identifying and focusing on the top priorities </li></ul>
    14. 14. Org. Capabilities <ul><li>Strategic Vision </li></ul><ul><li>Brand History </li></ul><ul><li>Organization Structure </li></ul><ul><li>Special Knowledge & Skills </li></ul><ul><ul><li>Core Competencies vs Differentiated Competencies </li></ul></ul>
    15. 15. Market & Channel Cadence <ul><li>Major players </li></ul><ul><li>Number of Channels </li></ul><ul><li>Reset/Planning Windows </li></ul><ul><li>Competitive Presence & Movement </li></ul><ul><li>Breadth of offering </li></ul>
    16. 16. Org. Capacity <ul><li>Development Methodology </li></ul><ul><li>Development Capacity </li></ul><ul><li>Development Cycle-time </li></ul><ul><li>Functional Equivalence (Bottlenecks) </li></ul><ul><li>Technology Development </li></ul>
    17. 17. Strike a Balance Capacity Market Company Customer
    18. 18. Case Study: Voyager Pro <ul><li>Customer Needs </li></ul><ul><li>Organizational Capabilities </li></ul><ul><li>Channel and Market Cadence </li></ul><ul><li>Organizational Capacity </li></ul>
    19. 19. Questions
    20. 20. Kano Diagram Performance Satisfaction Basic Performance Exciters © Anthony Reese 2009
    21. 21. Success © Anthony Reese 2009
    22. 22. Voyager Pro www.plantronics.com/voyagerpro © Anthony Reese 2009
    23. 23. Team Decision Making <ul><li>Symptoms of poor decision practice are: </li></ul><ul><li>Decisions take too long – some are discussed, shelved, discussed again a year later, with no resolution </li></ul><ul><li>Meetings end with no clear direction forward – decisions aren’t made and actions not taken </li></ul><ul><li>Firefighting dominates useful work – with some fires clearly caused by poor earlier decisions </li></ul><ul><li>Projects championed by the strong dominate what is best for the organization </li></ul><ul><li>Decisions come unstuck – you decide what to do next, everyone agrees, and then something different happens </li></ul><ul><li>Decisions are made without using all of available information and you know it </li></ul><ul><li>Risk is ignored or padded over – all decisions are based on uncertain information and thus are risky </li></ul>www.robustdecisions.com
    24. 24. Presenter Information <ul><li>Anthony Reese </li></ul><ul><li> : [email_address] </li></ul>

    ×