Innovation and Portfolio Management:  Determining What to Cut and What to Keep   U.S. Call-in toll-free number: 1-866-569-...
Agenda <ul><li>Paul Sloane - Creativity and Innovation </li></ul><ul><li>Sue Fisher - IT Portfolio Management  </li></ul><...
No World Borders What We Do <ul><li>Advisory & Assessment Services </li></ul><ul><ul><li>Management consulting </li></ul><...
No World Borders Team Client Experience
According to BusinessWeek, innovation today is “much more than new products.” Innovation is also “reinventing business pro...
Innovation Maturity Phases (CMMI)
Constant Incremental Enhancements  Blended with Innovative Re-designs iPod iPhone
From London - Paul Sloane  Creativity and Innovation <ul><li>Author of &quot;The Innovatiive Leader&quot; and consultant t...
Now Speaking Paul Sloane U.S. Call-in toll-free number: 1-866-569-9708 U.K. Call-in number: 44-02031070273 Conference Code...
Innovation Funnel Launch Ideas Ideas Ideas Ideas Assessment Gate Development Gate Test Gate
Paul Sloane U.S. Speaking Engagements <ul><li>October 9, 2008  </li></ul><ul><li>No World Borders Connected World Conferen...
Decision Making and Selection The Art of Change & Control During a Recession <ul><li>Basic Selection Approach </li></ul><u...
Decisions What to Cut and What to Keep
Budget Distribution Example
Budget Distribution Example
Selection Decisions Daily Work Incremental  Improvements Innovative  Ideas Plans &  Contingency Plans Must Have Corp Must ...
Current Trends and Strategies <ul><li>World Trends </li></ul><ul><ul><li>Economic and Political Uncertainty </li></ul></ul...
Example Effect of Business Strategies on IT Selection <ul><li>Stay the Course   </li></ul><ul><ul><li>Expect reduced sales...
BPM Designer: Process Simulation |   Configure Simulation Scenarios (Loads) Observe and manage queues in real time. Adjust...
Low Value High Cost
Selection Decisions Daily Work Incremental  Improvements Innovative  Ideas Plans &  Contingency Plans Must Have Corp Must ...
Rainbow Matrix Decreases in Priority and Level of Service
SEE IT IN ACTION <ul><li>Modeling Tools </li></ul>
 
QUESTIONS
Innovation & Portfolio Management at your Company <ul><li>Sue Fisher & Paul Sloane </li></ul><ul><li>Half Day Assessments ...
Drawing iPhone or Blackberry Book - The Innovative Leader
Innovation and  IT Portfolio Management Determining what to cut and what to keep THANK YOU FOR YOUR PARTICIPATION
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2008 07 29 No World Borders Innovation And Portfolio Management Webinar

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  • 2008 07 29 No World Borders Innovation And Portfolio Management Webinar

    1. 1. Innovation and Portfolio Management: Determining What to Cut and What to Keep U.S. Call-in toll-free number: 1-866-569-9708 U.K. Call-in number: 44-02031070273 Conference Code: 949-335-5580
    2. 2. Agenda <ul><li>Paul Sloane - Creativity and Innovation </li></ul><ul><li>Sue Fisher - IT Portfolio Management </li></ul><ul><li>Mike Arrigo - Moderator </li></ul>| U.S. Call-in toll-free number: 1-866-569-9708 U.K. Call-in number: 44-02031070273 Conference Code: 949-335-5580
    3. 3. No World Borders What We Do <ul><li>Advisory & Assessment Services </li></ul><ul><ul><li>Management consulting </li></ul></ul><ul><ul><li>Solution development & implementations </li></ul></ul><ul><ul><li>Project coordination,Training, Facilitation </li></ul></ul><ul><ul><li>Human & Investment Capital </li></ul></ul><ul><li>Interim Management </li></ul>U.S. Call-in toll-free number: 1-866-569-9708 U.K. Call-in number: 44-02031070273 Conference Code: 949-335-5580
    4. 4. No World Borders Team Client Experience
    5. 5. According to BusinessWeek, innovation today is “much more than new products.” Innovation is also “reinventing business processes and building entirely new markets that meet untapped customer needs.” The ubiquity of the Internet and globalization of the business expand generation of new ideas. Innovation is then “selecting and executing the right ideas and bringing them to market in record time.”
    6. 6. Innovation Maturity Phases (CMMI)
    7. 7. Constant Incremental Enhancements Blended with Innovative Re-designs iPod iPhone
    8. 8. From London - Paul Sloane Creativity and Innovation <ul><li>Author of &quot;The Innovatiive Leader&quot; and consultant to American Express, British Telecom, Cendant, Experian, Lloyds of London, Motorola, Reckitt Benckiser, Shell Oil, 3M, and other firms.   His Creative Leadership and Ideas Workshops are highly reviewed world-wide.  'Paul delivered an inspirational half day. His session got the highest ratings of any on our meeting and gave us great ideas we're implementing to drive positive change.'  </li></ul><ul><li>- Motorola </li></ul>
    9. 9. Now Speaking Paul Sloane U.S. Call-in toll-free number: 1-866-569-9708 U.K. Call-in number: 44-02031070273 Conference Code: 949-335-5580
    10. 10. Innovation Funnel Launch Ideas Ideas Ideas Ideas Assessment Gate Development Gate Test Gate
    11. 11. Paul Sloane U.S. Speaking Engagements <ul><li>October 9, 2008 </li></ul><ul><li>No World Borders Connected World Conference </li></ul><ul><li>Newport Beach, California </li></ul><ul><li>October 8 th & 10 th 2008 </li></ul><ul><li>Available for Leadership & Strategy Workshops </li></ul>
    12. 12. Decision Making and Selection The Art of Change & Control During a Recession <ul><li>Basic Selection Approach </li></ul><ul><li>Current Trends and Strategies </li></ul><ul><li>Example- IT Strategy Response </li></ul><ul><li>Defining the Process </li></ul><ul><li>Organizing the Selections for Planning and Contingencies </li></ul>
    13. 13. Decisions What to Cut and What to Keep
    14. 14. Budget Distribution Example
    15. 15. Budget Distribution Example
    16. 16. Selection Decisions Daily Work Incremental Improvements Innovative Ideas Plans & Contingency Plans Must Have Corp Must Have Process Small Improvement High Priority Projects Med Priority Projects Low Priority Projects
    17. 17. Current Trends and Strategies <ul><li>World Trends </li></ul><ul><ul><li>Economic and Political Uncertainty </li></ul></ul><ul><ul><li>Global Economy Shift </li></ul></ul><ul><ul><li>Increased Power Costs and Green Movement </li></ul></ul><ul><li>Resulting Business Strategies </li></ul><ul><ul><li>Stay the Course </li></ul></ul><ul><ul><ul><li>Expect Reduced Sales and Higher Business Costs </li></ul></ul></ul><ul><ul><ul><li>Risk Attitude- Moderate </li></ul></ul></ul><ul><ul><ul><li>Value Objective- Maintain </li></ul></ul></ul><ul><ul><li>Opportunistic </li></ul></ul><ul><ul><ul><li>Seek New Opening Market Revenue </li></ul></ul></ul><ul><ul><ul><li>Mergers & Acquisitions </li></ul></ul></ul><ul><ul><ul><li>Leverage Economic Shifts to Justify Improvements </li></ul></ul></ul><ul><ul><ul><li>Risk Attitude- High </li></ul></ul></ul><ul><ul><ul><li>Value Objective- Create </li></ul></ul></ul><ul><ul><li>Survival </li></ul></ul><ul><ul><ul><li>Eliminate Long-term Costs for Short-term Profits </li></ul></ul></ul><ul><ul><ul><li>Risk Attitude- Zero </li></ul></ul></ul><ul><ul><ul><li>Value Objective- Sacrifice </li></ul></ul></ul>Long-term Innovation Benefits Short-term Innovation Benefits Immediate Benefits Only
    18. 18. Example Effect of Business Strategies on IT Selection <ul><li>Stay the Course </li></ul><ul><ul><li>Expect reduced sales and higher business costs </li></ul></ul><ul><ul><ul><li>Power </li></ul></ul></ul><ul><ul><ul><li>Transportation </li></ul></ul></ul><ul><ul><ul><li>Foreign Purchases (based on exchange rates) </li></ul></ul></ul><ul><li>IT Response </li></ul><ul><ul><li>Focus Cost Reductions in Areas of Higher Cost </li></ul></ul><ul><ul><li>Slow or Reassess New Product/System Development </li></ul></ul><ul><ul><li>Seek Short Projects with Immediate Benefits </li></ul></ul><ul><ul><li>Structure Long-term projects with business benefit derived throughout the project </li></ul></ul><ul><ul><li>Improve Project Success Rates with Better Planning </li></ul></ul><ul><ul><li>Increase Early Project Terminations </li></ul></ul><ul><ul><li>Expect to Respond to New Conservation Regulations </li></ul></ul><ul><ul><li>Develop Scalable IT Processes to Reduce Costs During Sales Slump </li></ul></ul><ul><ul><li>Communicate Plans and Results in Terms of Business Value </li></ul></ul>Business Process Management Portfolio Management
    19. 19. BPM Designer: Process Simulation | Configure Simulation Scenarios (Loads) Observe and manage queues in real time. Adjust staffing/efficiency, etc. Extensive cost-based, time-based, and unit-based reporting. Generate detailed reports to assess process design. Export reports for external analysis.
    20. 20. Low Value High Cost
    21. 21. Selection Decisions Daily Work Incremental Improvements Innovative Ideas Plans & Contingency Plans Must Have Corp Must Have Process Small Improvement High Priority Projects Med Priority Projects Low Priority Projects
    22. 22. Rainbow Matrix Decreases in Priority and Level of Service
    23. 23. SEE IT IN ACTION <ul><li>Modeling Tools </li></ul>
    24. 25. QUESTIONS
    25. 26. Innovation & Portfolio Management at your Company <ul><li>Sue Fisher & Paul Sloane </li></ul><ul><li>Half Day Assessments </li></ul><ul><li>Leadership & Strategy Workshops </li></ul><ul><li>[email_address] </li></ul><ul><li>949-335-5580 </li></ul><ul><li>toll free U.S. 877-623-3287 </li></ul><ul><li>fax: 888-357-1374 </li></ul>
    26. 27. Drawing iPhone or Blackberry Book - The Innovative Leader
    27. 28. Innovation and IT Portfolio Management Determining what to cut and what to keep THANK YOU FOR YOUR PARTICIPATION

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