Innovation journey - UNDP Armenia-George Hodge

1,080 views
921 views

Published on

Published in: Technology, Travel
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,080
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
8
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • Bradley enters here.
  • Innovation journey - UNDP Armenia-George Hodge

    1. 1. OUR JOURNEY
    2. 2. HOW DO WE GET TO BETTER IDEAS – BEFORE AND AFTER Who • 3 UNDP staff • few phone calls? Where • Office Evidence • Secondary research • No precedents • No feedback loops When Solution identified ex ante How • 1 solution preidentified • Internal process • Top-down • Linear •UNDP staff •Universities •Private sector •Local Partners •Start ups •Individuals •International networs • Field • Local partners • Gained through field tests • Precedents • Continuous feedback loops Solution identified ex post • Portfolio approach • Number of hypothesis tested concurrently • Co-design • Open, public process • Continuous improvement
    3. 3. THE NO-SILOS APPROACH TO PROJECT PLANNING Pre-PAC Beta Graduation Alpha LPAC Does the solution exist already? Yes Alpha Beta Graduation • Research • Partners outreach • Social media/comms • Open call for ideas Filter Project Opportunity (idea or donor driven) Filter Lab Proto type Filter Ideas Filter No Filter “Gatekeeper” (UNDP DRR) Filter „Lab heavy‟: develop solutions from scratch „Lab light‟: import, test and enhance existing solutions
    4. 4. SUMMARY - New business model with innovation and adaptive management at the core of programming activities and pipeline building - Enables cross-practice programming - Mitigates risks through experimentation and real-world feedback - Incubates next generation services at low cost - Better targets alternative opportunities for resource mobilisation - Pro-active alignment with the new strategic plan
    5. 5. ANNEX 7
    6. 6. BENEFITS OF THE “PHASE GATE FUNNEL” PROCESS Efficient Allocation of Resources: Systematically move an untested idea through multiple “gates” of screening criteria Flexible Sourcing •“Make” some ideas from scratch •“Partner” on prototyping •”Adopt” a successful project that needs more/continued support Make Partner Challenges Experiments Alpha Adopt Filter Prototype Filter Ideas Filter Filter Adopt Beta Small Real-World Evaluations Iterative Testing & User Feedback Some ideas “die”, some must “pivot”, others “evolve” incrementally – all improve. Together, systematically mitigates risk…and shortens the time cycle to success.
    7. 7. 1. 2. 3. 4. Beta Graduation from Lab Alpha Filter Prototype Filter Ideas Filter Filter THE THEORY Three ways to roll out Government UNDP Enterprise Speed – iterations for faster learning & improvement Quality – best projects get through the filters Relevance – iterations based on feedback from external world (early and often) End Results Oriented – interim successes carried forward to ultimate "launch"
    8. 8. Ideas ① The Lab conducts research and finds that no solutions exist. UNDP asks stakeholders to submit ideas to address anticorruption at the local level in Armenia. 300 ideas have been received. ② UNDP, together with the partner University‟s social science dept, and relevant NGOs screen the 300 ideas. Prototype ③ 20 ideas are shortlisted. They are invited to Yerevan and spend three days with the Lab team to develop the ideas further. A panel of judges drawn from stakeholders picks the best ideas. Alpha Beta Graduation from Lab FOR EXAMPLE: HOW A PROJECT TO TACKLE ANTI-CORRUPTION AT THE LOCAL LEVEL COULD BE INCUBATED AND ROLLED OUT ④ Five ideas are ⑤ Two ideas tested in partner are further communities. improved with the support of Based on the the data, two ideas Ombudsperson. have proven to be These ideas are more effective introduced than others. across a region. Roll out/scale ⑥ One of the two ideas is picked up by the government of Armenia to scale nationally.
    9. 9. CAMPAIGNS & CALLS FOR IDEAS Recommended Open Nature of problem statement Example Open ended Theme/Sector Specific Specific Issue specific Defined question Pros Cons „Find problems that matter to you, and propose solutions‟ • Able to engage wider segment of the society with different interest and background • Ideas submitted may not be within UNDP‟s mandate „Find problems in the education sector, and propose solutions‟ • Ideas/solutions will be aligned UNDP‟s mandate • N/A „Find problems in the area of energy efficiency, and propose solutions‟ • Ideas/solutions could be immediately integrated into the ongoing projects/activities • Critical issues that UNDP is not aware of may not be discovered „Please propose ideas to increase the use of public transport‟ • Ideas/solutions could be immediately integrated into the ongoing projects/activities • Critical issues that UNDP is not aware of may not be discovered
    10. 10. FIVE YEAR PLAN Phase 3: 2017~ Phase 2:2015-2016 Phase 1: 2014-2015 Youth support outputs in Armenia • 7 incubation cycles (3 in 2014, 4 in 2015), engaging 1,500 youth. • At least 14 viable ideas graduated Transforming programming approach • Introduce and test Kolba Labs concept in Armenia • By end 2015, Kolba Labs in Armenia sustained by external resources • 11 incubation cycles (5 in 2016, 6 in 2017), engaging 2,400 youth. • At least 25 viable ideas graduated • Introduce Lab concept across the region • 13 incubation cycles (6 in 2017, 7 in 2018), engaging 3,000 youth. • At least 30 viable ideas graduated • Introduce Lab concept globally Year Funding requirements 2014 2015 2016 2017 2018 2019 Rqmt 172,000 198,000 230,000 260,000 268,000 TBD Gap 108,000 134,000 206,000 236,000 244,000 TBD 12
    11. 11. KOLBA LABS REVIEW TEAM LOOKED AT TWO BROAD ISSUES EMPOWERING YOUTH AND PROGRAMMING CYCLE Transforming the programming process Current scope Initiative to empower youths Initial scope
    12. 12. THIS WEEK, REVIEW TEAM MET WITH MORE THAN 40 PEOPLE TO TEST KOLBA LABS IDEAS UN • Bradley Busetto, UN Resident Coordinator UNDP • Claire Medina, DRR • Alla Bakunts, DG Portfolio • Armine Hovhannisyan, DG Portfolio • Ani Zakaryan, DG Portfolio • Marina Malkhasyan, DG Portfolio • Natalya Harutyunyan, WiLD Project • Zhanna Harutyunyan, WiLD Project • Anna Gyuriyan, SEG Portfolio • Babken Babayan, Project Coordinator • Armen Martirosyan, EG Portfolio • Diana Harutyunyan, Project Coordinator • Hovhannes Ghazaryan, National Coordinator, GEF • Tatevik Koloyan, EG Portfolio • Hovhannes Sarajyan, Comms Associate • Nina Baghdasaryan, Kolba Labs • Heghinar Melkomian, Kolba Labs USAID/EDMC CEED One Armenia • Jemma Israyelyan, CEED Armenia • David Bequette, In-Country Director Director • Narek Khachatryan, IT Director • Edgar Saghatelyan, CEED Armenia • Nane Toumanyan, Content Director Marketing Manager • Narek Manukyan, CEED Armenia Project Enterprise Incubator Foundation Manager • Bagrat Yengibaryan, EIF Director • Levon Galstyan, Senior Expert, Pragma Corporation Microsoft Innovation Center • Frunzik Voskanyan, Workforce and • Yeva Hyusyan Enterprise Expert, Pragma Corporation mLab ECA TUMO Center for Creative Technologies • Mariam Davtyan, Director • Marie Lou Papazian, Director National Instruments Institute Repat Armenia • Aram Salatian, Director • Vartan Marashlyan, Executive Director Armenian National Engineering Small & Medium Enterprise Development Laboratory National Centre • Amalia Mkhitaryan, ANEL Coordinator • Violeta Virabyan, International Cooperation Programmes Officer American University of Armenia • Gohar Ghabuzyan, Women MEME • Sergey Tantushyan, Professor, AUA Development Project Coordinator Business School Unicef • Henriette Ahrens, Representative • Marina Ter Sargsyan, Head of Operations Union of IT Entrepreneurs • Mihran Hakobyan, Health Policy Expert • Karen Vardanyan, Executive Director • Hasmik Aleksanyan, Executive Assistant 14
    13. 13. BUDGET DETAILS Year 1 Year 2 Year 3 Year 4 Year 5 Staff 75,000 81,000 87,000 93,000 100,000 Testing support 75,000 (3) 100,000 (4) 125,000 (5) 150,000 (6) 150,000 (6) Office rent 7,000 7,000 7,000 7,000 7,000 Comms 10,000 5,000 6,000 5,000 6,000 Misc 5,000 5,000 5,000 5,000 5,000 Total 172,000 198,000 230,000 260,000 268,000 Mobilised 40,000 40,000 - - - Unicef 24,000 24,000 24,000 24,000 24,000 Gap 108,000 134,000 206,000 236,000 244,000
    14. 14. PATTERN1: FROM IDEAS TO SCALE ① Outreach via social media and physical campaigns and call for ideas ② Identify early stage initiatives that have potential to have at least national scale impact ③ Develop ideas further if needed and test these Beta Graduation from Lab Alpha Filter Prototype Filter Ideas Filter Filter ① Find Ideas to scale Three ways to roll out Government UNDP Enterprise ④ Develop ideas further and test as a pilot project 16
    15. 15. PATTERN 2: FROM PROTYPE TO SCALE ① Identify early stage initiatives that have potential to have at least national scale impact ② Develop ideas further if needed and test these Beta Graduation from Lab Alpha Filter Prototype Filter ② Source prototype initiatives to scale Three ways to roll out Government UNDP Enterprise ③ Develop ideas further and test as a pilot project 17
    16. 16. PATTERN 3: ADOPT PROJECTS AND SCALE ② Find projects that have initial success Beta Graduation from Lab Alpha Filter ③ Adopt projects and scale Three ways to roll out Government UNDP Enterprise ③ Develop ideas further and test as a pilot project 18
    17. 17. Alpha Filter Prototype Filter Ideas Filter Filter THIS APPROACH IS ADOPTED IN MANY BUSINESS INCUBATION SCHEMES IN ARMENIA Beta Rollout/ Scale 19
    18. 18. IN THE BUSINESS AREA, MANY PLAYERS ARE PROVIDING INCUBATION SUPPORT TO ENTREPRENEURS Incubator Established Sector focus Financial Services provided support SME National Center 2002 • Agroprocess • Production • Loan guarantee • Business consulting • Information provision CEED project 2012 • IT • Pharmaseuti cal • • • • Microsoft Innovation Center 2011 • IT • Facility • Networking • Training courses Regional Mobile Application Lab 2011 • Mobile app Training Consulting Networking Connection to VC • Office space ~ $12,000 (loan) N/A ~ $50,000 ~ $10,000 20
    19. 19. THERE IS A SIGNIFICANT OPPORTUNITY TO MAINSTREAM KOLBA LAB PROCESS INTO THE EXISTING PROGRAMMES Question asked to UNDP and Unicef ‘What are the challenges that your programme is facing?’ SOCIO-ECONOMIC GOVERNANCE • How can „paid internship‟ programme be made more attractive to companies? • What efficient farming approaches could be applied? • What are the efficient greenhouse heating technologies? GOVERNANCE • What are the major needs of the disabled and how could they be addressed? • What are the effective anti-corruption approaches? ENVIRONMENT • What are effective energy saving heating technologies? Source: Interview with UNDP and Unicef staff SOCIAL PROTECTION HEALTH & NUTRITION • How could public spaces be improved for people with disability? • How could educational materials/contents be accessible for the people with disability? • How could bribery be stopped in education and health service provision? • How could the benefit of breast feeding be effectively communicated across Armenia? • How could small scale faming be improved? • How could neo-natal health service be improved? OTHERS • How could the use of plastic bags be reduced 21
    20. 20. „KOLBA LAB ONLINE‟ COULD GENERATE ADDITIONAL IDEAS AND SHOWCASE EXTERNALLY CHALLENGES PAGE IMAGE SHOWCASING PAGE IMAGE Powered by Challenges Adopted ideas Breast feeding campaign Unicef is seeking campaign ideas to increase breast feeding in Armenia. Challenges Submissions 25 ideas - Read more Submit ideas! Fruit drying technologies Submissions 8 ideas UNDP is seeking ideas and technologies for low cost fruit drying technologies Powered by Submit ideas! Adopted ideas No plastics campaign 100 Unicef implemented the „No Plastics‟ campaign. See how this impacted the community: - Read more Fuel efficient tool UNDP supported the incubation of technology that can save up to 20% of fuel consumption - Read more 50 - Read more Inclusive society for the people with disability UNDP and Unicef are seeking ideas to make public spaces more accesible for the people with disability - Read more Submissions 15 ideas Submit ideas! New ways of farming UNDP and Unicef jointly implemented a new community farming method. - Read more It might be worth discussing with the Unicef Innovation team the possibility of „borrowing‟ Unicef Innovation website design and backend. Source: Adopted from Unicef Innovation Page 34
    21. 21. RESOURCE MOBILISATION OPTIONS FOR KOLBA LABS - FINANCIAL Funding source Funding for (e.g.) Comments Public Corporations • Co-leads • Initial round of 2014 activities • High • HQ funding discussion needs to start immediately • • • • • Prototype, Alfa, and Beta idea support • Kolba Labs overall activities • Medium • Innovation & technology high on USAID agenda • Coca Cola • Microsoft • Armenian companies • Award prize for specific challenges of their interest • Medium • Needs to bring sectors close to company‟s core business • Prototype, Alfa and Beta idea support • Low/Medium • Need to map the local foundations and their areas of interest • Crowd funding External • UNDP TTF/Innovation • Existing project funds • Unicef core funding • Armenian foundations Internal Private Example Likelihood of success • Prototype, Alfa and Beta idea support • Low • A crowded area. Better to test on existing successful platform, e.g. One Armenia, or kickstarter Central Bank USAID EU Denmark Foundations Individuals 23
    22. 22. RESOURCE MOBILISATION OPTIONS FOR KOLBA LABS – IN-KIND Funding source Funding for (e.g.) Comments Public Corporations • IT specialist • Medium • Discussion needs to start immediately • Kolba Lab office space • Sharing of mentors • High • Innovation & technology high on USAID agenda • Coca Cola • Microsoft • Armenian companies • Computers • Mobile phones • Medium • Needs to tailor pitch • Emphasise how these support enhance company‟s profile • Armenian foundations External • Fully funded UN Volunteers • Government of Armenia Internal Private Example Likelihood of success • Office space • ? • Need to map the local foundations and their areas of interest • Diaspora volunteers (Birthright) • IT Specialist • Kolba Fellows • High • Specify specs required for the volunteers • USAID Foundations Individuals 24
    23. 23. KOLBA LAB TEAM CAN START SMALL The Lab - Co-Lead: Business native - Co-Lead: UN insider - IT Specialist: digital comms, venture support - Lab Assistant: admin, event logistics, research Lab Interns UNDP Programme Analysts UNICEF Sector Experts Logistics Research Lab Fellows Venture support Research 25
    24. 24. IN ORDER TO FOSTER INNOVATIVE CULTURE, A BI-WEEKLY KOLBA CAFÉ, COMBINED WITH BI-ANNUAL KOLBA AWARD CAN BE INITIATED. cafe • A bi-weekly Friday casual discussion forum for all unicef and UNDP staff • Each agency staff take turns in presenting three innovative approaches that are relevant to their day to day work • Every 6 months, the person who identified best and relevant innovation receives „Kolba award‟ from Resident Coordinator • Coffee and snacks provided to foster relaxing and open atmosphere 26
    25. 25. MEDIUM TERM SOCIAL INVESTMENT FUND SOCIAL ENTREPRENEURS COULD TAP INTO Social SocialBusiness Focus Business EXAMPLES Small Funding size Large 27
    26. 26. CROWD FUNDING PLATFORMS THAT SOCIAL ENTREPRENEURS COULD TAP INTO EXAMPLES Platform Description Annual budget Useful for Kolba incubated entrepreneurs when.. • The most popular crowd-funding for product development • ~ $ 1 billion (2013 est.) • The idea is linked to physical product development that can excite the consumers • Crowd sourced peer to peer loan service • ~ $ 1 billion (2013 est.) • If the idea has a sustainable business model • The first crowd funding platform for development projects • ~ $20 million • If the idea is socially driven, that needs philanthropic funding • The first technology distribution platform for the last mile • ~ $1 million • If the idea is proven affordable technologies for the poor • Armenia‟s first crowd funding platform • ~ $100,000 • Currently focusing on IT and culture in Armenia. • Possibly interested in Kolba incubated projects in the future 28
    27. 27. ENVIRONMENT TEAM HAS ALREADY BEEN SUPPORTING INNOVATIVE INITIATIVES. THIS KIND OF INITIATIVES COULD ALSO BE FURTHER SCALED UP THROUGH KOLBA LABS. Innovation: The small tool that can be easily attached to the tailpile of any car could make the fuel comsuption 25% more efficient Nov 2012 • The inventor approached Environment unit with an idea of a energy saving technology • Environment unit asked him to develop a prototype and test the efficiency Source: Interview with UNDP and Unicef staff May 2013 • The inventor developed a prototype, and visited Environment unit to show the test results • Environment unit started to prepare GEF application June 2013 Oct 2013 • Environment unit provided $26,000 to allow the inventor to produce 3,000 units for testing • The test completed with positive results 29
    28. 28. PARTNERSHIP ANALYSIS IMAGE Ideas Prototype Alpha Beta Roll out/scale Incubators Universities Government Diaspora Investors 30
    29. 29. THE CURRENT CHALLENGE: (RISKY) JUMPING FROM AN UNTESTED IDEA TO A FULL PROJECT ? UNDP • • Resources Reputation 31
    30. 30. Alpha Filter Prototype Filter Ideas Filter Filter “Phase Gate Funnel” Framework from New Product Development Beta (Early & Often) Input from Outside World to Validate / Improve Solution
    31. 31. Addressing Various Aspects Ideas Prototype Alpha Beta Roll out/scale 1. Sourcing - How to feed the pipeline? 2. Screening – How to screen-out the best…and fail fast on others? 3. Support – How to help teams get trained, their work supported? 4. Feedback – How to get feedback from outside/real world ASAP? 5. Partner – What other people/organizations‟ skills to leverage, when? 6. Funding – Who to turn to for funding, at various stages? 7. Staffing – How to define roles & responsibilities? 8. Portfolio Management – How to govern a number of pipelines?
    32. 32. Screening Criteria: Flexible but Increasingly Stringent at Each Phase Ideas Prototype Alpha Beta Roll out/scale Good fit internally? • Fits in mandate? • Fits in mandate? • Fits in mandate? • Fits in mandate? Addressing right “Market Need”? • Research agrees with the “need” hypothesis? • Who locally agrees with the “need” hypothesis? • Feedback confirms the basic “need” hypothesis? • Feedback refines the basic “need” hypothesis? Right “Solution” to the “Need”? • Does solution pass internal sanity test? • Pass 1-2 local experts sanity test? • Risk/reward ratio is favorable? • Passes 3-5 users “kick-the-tires” test? • Risk/reward ratio “revisit” still positive • Passes 5-10 users alpha evaluation? • Risk/reward ratio “revisit” still positive Able to test on small scale? • Sanity check to weedout the “untestable” • Draft “Alpha” Test Plan passes initial sanity-check • Final “Alpha” Test Plan validated by experts? Good fit with Donor agendas? • General high-level fit? • Can identify 1-2 possible donors? • Good feedback from possible donors? • Donor(s) like the alpha test results End-scenario “home” if Beta is successful? • Can imagine it will fit in UN, Govt., Enterprise? • Discussion with 1-2 possible “homes” • Good feedback from possible “home”(s)? • Home like the alpha test results? Scalable if successful? • Sanity check to weedout the “un-scalable” • High-level migration plan internal review • High-level migration plan external review • Mid-level migration plan external review ✔
    33. 33. Support Services: Training, Team & Templates to Make Good People Better Ideas Prototype Alpha Beta Roll out Training • Boot Camp Basics • Bootstrap Tactics • Rapid Prototyping • Test Definition • Feedback Use • Test Definition • Feedback Use Support Team • Professors • Generalists • Mentor • Partner specialists • Professional team • Mentor • Partner specialist • Testing Team • Mentor • Specialist(s) • Hand-Off Team Templates • Product Definition • General Pitch • Project Plan • Entity Formation • Business Plan • Account Books • Pilot Plan • Beta Pitch • Funder Pitch • Pilot Plan • Scale Pitch • Funder Pitch Other Tools • Yammer • Yammer • Yammer • Yammer
    34. 34. Feedback Loops: From Small Feedback on Many Ideas, to Big Beta Testing of a Few Ideas Time Commitment: Prototype Alpha Beta 15-30 min. ~5-10 days ~ 2-8 weeks Interview Typical Format: 1-4 hours Kick-the-Tires Short Test Drive Roll out Rent-the-Car End-User • Can I imagine using this, once “real”? • Is this what I‟d expect? What needs to change? • Does this add value? How better? • Ready to buy / use on long-term basis? NGO / Donor • Does this make sense? • What projects similar? • What lessons learned from similar projects? • Does this work as expected? • Is this ready for deploying? Academia • Does it make sense? • Is there research that can help? • What professors or students could help to verify some facts? Or to improve and fill gaps? • From perspective of a professional enduser, should this add value? • What changes can be made to make this better / scalable in the future? • Does the need exist? • Possibly viable solution? • Product potential? • What‟s need precommercialization? • Can I see benefit for my locality in future? • Is this what I‟d expect? What needs to change? • Does this add value? How better? • Ready to promote or use, long-term? N/A N/A • Does this add value? How better? • Ready to promote or use, long-term? Industry Local Govt. Nat. Govt.
    35. 35. Partnerships: For Sourcing at Different Stages Ideas Prototype Alpha Beta Roll out ✔ Other Incubators ✔ ✔ ✔ Other NGOs ✔ ✔ Universities ✔ ✔ Diaspora Network ✔ ✔ ✔ ✔ Industry Assoc. ✔ ✔ ✔ ✔ ✔ ✔ Companies Investors ✔ ✔ Local Govt. ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ Nat. Govt. Donors ✔
    36. 36. Partnerships: For Training/Expertise & Support (e.g. facilities, networking, services) Ideas Mentors & Prof. Firms Other Incubators Prototype Training Alpha Beta Roll out Training Training Training Training+Support Other NGOs Training+Support Training+Support Support Support Universities Training+Support Training+Support Support Support Training Training Training Training+Support Training+ Support Training+Support Training Training Training+Support Diaspora Network Industry Assoc. Companies Training+Support Investors Training Govt. Support
    37. 37. Partnerships: For Feedback / Testing (including finding End-Users, analyzing Feedback) Ideas Prototype Alpha Beta Roll out ✔ Mentors ✔ ✔ Other Incubators ✔ ✔ ✔ ✔ Other NGOs ✔ ✔ ✔ ✔ Universities ✔ ✔ Diaspora Network ✔ ✔ ✔ Industry Assoc. ✔ ✔ ✔ Companies ✔ ✔ ✔ ✔ Investors ✔ Govt. Donors ✔ (eventually) ✔ ✔ ✔ ✔ ✔
    38. 38. FUNDING: MOBILISING RESOURCES AND ALIGNING INCENTIVES Ideas UNDP NGOs Diaspora Network Alpha Prototype Beta Roll out [Selection and/or modification of internal funding process TBD] - - Partnerships at “Alpha/Beta” may include funding support from other Crowd-source funding can be used at all stages. Wealthy individuals may support “pet projects” that were their idea, mentored on, or otherwise align with their interests. Companies - Investors - Partial funding if have commercial or equity interests. - If potential to scale a for-profit startup. Local Govt. Partial funding (i.e. subsidized co-funding) - - Nat. Govt. Standard funding model, but emphasizing “phased approach for risk mitigation” Donor Orgs Standard funding model…..but may want to also ask for flexible “theme seed funding”
    39. 39. Running Multiple Program Funnels in Parallel: Leveraging Resources & Increasing Network Effects Governance Socio-Econ. Environment
    40. 40. Governance: How to Adapt Portfolio Management Tools from Silicon Valley? Impact Assessment Internal Impact Change to existing product range & internal processes External Impact Value of project to various end-users, and overall clinical/ competitive strength Risk vs Return Assessment Technical, process, and user-uptake risks versus benefits / ROI Optimal, Prioritized Project Portfolio Project Road Map Time & Money 1. Project Profiles Financial Model Project Timing Key project financial indicators: from HIT, business and clinical perspectives Start & end dates Strategic Goals •Aaaa aaaaaa •Bbbb bbb •Cccc ccc ccc •Ddddd ddd •Eeeee eee eeee Projects to be resourced Resource Analysis 2. 3. 4. Sequencing of product introduction & productrelated bus./clinical process changes Strategic Alignment Matrix Contribution of individual projects to achieving strategic goals 5. 6. 7. 8. 9. Current supply of resources available vs demand for project resources. Resource bottlenecks.
    41. 41. GOVERNANCE: PORTFOLIO MANAGEMENT TOOLS Changes in Business Processes Process Changes New Core Process New Core Product Next Generation of Core Product Product Changes Addition to Product Family Add-Ons and Enhancements Projects/Services Offering New Functions or Better Experience No Change Next Generation Process BREAKTHROUGH or DISRUPTIVE PLATFORM Major Upgrade to Single Dept. or Practice Area Tuning and Incremental Improvements No Change Strategic change in the environment. Defines new development pathways; delivering value; redefines the industry. Foundation for future generations of projects/services and a strong competitive presence. DERIVATIVE Leverages platform projects/services and provides niche/regional alternatives for stakeholders. SUPPORT Products with little substantive improvement over current alternatives, but may have importance.
    42. 42. GOVERNANCE: EXAMPLE OF A WELL-BALANCED PORTFOLIO Changes in Clinical & Business Processes Process Changes Next Generation Process New Core Product Next Generation of Core Product Product Changes Addition to Product Family Add-Ons and Enhancements Apps Offering New Functions or Better Experience No Change Major Upgrade to Single Dept. or Practice Area Tuning and Incremental Improvements BREAKTHROUGH or DISRUPTIVE PLATFORM DERIVATIVE SUPPORT No Change

    ×