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Gina Belle: Dynamic Portfolio Management for System Transformation


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Gina Belle ( from the CHÔRA Foundation gave a presentation on Dynamic Portfolio Management for System Transformation in Sitra Lab's ( Innovation Portfolio Sensemaking and Management workshop on 27.1.2020 (

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Gina Belle: Dynamic Portfolio Management for System Transformation

  1. 1. 1 Dynamic Portfolio Management for System Transformation Prepared for SITRA Workshop: Innovation portfolio sensemaking and management Jan 27-28 2020 Prepared by Gina Belle, Chôra Foundation +31 6 2228 1138
  2. 2. 2 Change is changing... To meet this challenge we have designed a dynamic portfolio management capability based on a principle of open exchanges, diversity, creativity, obliquity, serendipity, experimentation, and learning. We need new organisational capabilities and frameworks to support decision-making and transformational action under conditions of uncertainty and complexity Volatile Complex Uncertain Ambiguous
  3. 3. 3 A System Transformation Framework PROBLEM SPACE TRANSFORMATION DYNAMIC PORTFOLIO MGMT Impact Development Purpose Mission WHAT transformation do we want to make happen? (Make it happen) HOW might we make it happen? (Discover new capabilities, resources, models and pathways) WHY do we think system transformation is needed? (Assumptions and defining factors) Strategic Renewal Strategic Risk Problem Space Challenge Transformational Opportunity
  4. 4. 4
  5. 5. 5 Layering vs Funnelling
  6. 6. 6 Principles for Dynamic Portfolio Management Capital Allocation Investment in the problem space, the ‘whole’ portfolio, not the parts $$$ ✅❌ Portfolio Composition Decision making about what’s ‘in/out’ of the portfolio based on overall value dynamics of portfolio Portfolio Experience Portfolio relationships as action learning positions that help us discover new capabilities, models, resources, markets and insights about emerging context 👭💡🛠 Portfolio Sensemaking Generate iterative, layered strategic intelligence from the portfolio to inform decision making
  7. 7. 7 Qualitative Possibility, judgement, robust arguments & narratives Curiosity Be open to surprise, pursue obliquity Active Listening Listen to learn & to generate, not to evaluate or correct Reflective questioning Ask what might be done, don’t tell what should be done Transdisciplinary Working beyond disciplines to find new concepts, frames and approaches Participatory & Co-Generative No one of us is as smart as all of us System Thinking Identify structural elements, observe relationships and dynamics Action Learning To have an experience you must be in it and out of it – it is a riff Simple Make things simple :) A new approach and way of working
  8. 8. Portfolio Design
  9. 9. 9 Problem Space Defining Factor 1 Defining Factor 3 Defining Factor 3 Problem Spaces: Portfolio Design Co-ordinates Relevant Connected to the intent, mission, objective Meaningful Communicates significant aspects of the problem (as we understand it today) Useful Provides design coordinates for the portfolio (where do we start) Simple Easy to understand and share
  10. 10. 10 Artificial Intelligence Climate Change
  11. 11. 11 Strategic Risk Accountable Institutions Effective Service Delivery Engaged Civil Society REPRESENTATION/ PARTICIPATION INCLUSION IMPLEMENTATION Election Project Access to Justice Project
  12. 12. Designing Options
  13. 13. 13 Option Design Workshop
  14. 14. 14 Option Design Process
  15. 15. 15 Artificial intelligence portfolio - learning positions Goi where A.I enabled MSPs & value ecosystems are emerging Go where A.I. is representing future value and costs options to inform decisions Go where A.I. is matching needs and capabilities through real-time info sharing Go where A.I. is creating meaningful information transparency to create functional trust Go where A.I. is making collaborative decisions with humans to increase individual quality of life and social wellbeing
  16. 16. 16 Option Design Principles
  17. 17. 17 Option Typology
  18. 18. Portfolio Composition
  19. 19. 19
  20. 20. 20 Portfolio Composition Process
  21. 21. Taking Stock of the portfolio
  22. 22. 22 Collective Evaluation of new Strategic Options
  23. 23. 23 Ranking and Decision Making
  24. 24. Portfolio Experience
  25. 25. 25 Option Experience Management
  26. 26. 26 Option Project Management
  27. 27. 27 Capturing Activities & Insights
  28. 28. Portfolio Sensemaking and Intelligence
  29. 29. 29
  30. 30. 30
  31. 31. 31
  32. 32. 32 Layered Portfolio Sensemaking
  33. 33. 33 • Developed for the UNDP to help the agency and its government partners tackle complex development challenges. • Designed to be transferable across regions and offices while creating unique outcomes. • Creates a new shared language and practice around portfolio management, sensemaking and intelligence • Centred around a simple and effective process of Sensemaking that generates actionable Intelligence to enhance and accelerate development impact and effects. UNDP Portfolio Sensemaking & Accelerating Protocol
  34. 34. 34 UNDP Sensemaking and Accelerating Protocol
  35. 35. 35 Layering Insights
  36. 36. 36 Generating Intelligence
  37. 37. 37
  39. 39. 39 Kiitos :)