This document discusses product portfolio management. It introduces a framework for objectively balancing investment across products/projects to meet business objectives. Key aspects include: 1) Defining attributes for products like risk and revenue; 2) Plotting products on a graph of these attributes; 3) Evaluating current funding against objectives; 4) Rebalancing funding as needed. The framework aims to consider both near and long-term goals. It is not a perfect solution but can help optimize allocation of resources and efforts.
This presentation will discuss how you can develop your product market strategy to align with corporate operational objectives to drive meaningful development while demonstrating investment value and alignment.
This presentation will discuss how you can develop your product market strategy to align with corporate operational objectives to drive meaningful development while demonstrating investment value and alignment.
Pharmaceutical Portfolio & Product Life Cycle Managementsbryant89
As product pipelines become thinner, and pressure to get the most out of dwindling resources increases, pharmaceutical portfolio and product lifecycle management becomes an imperative part of a company’s approach to maximizing ROI. Not only must managers carefully strategize in relation to the product’s strengths against competitors and also in such a way to compliment the overall company portfolio, but they must also balance the crucial factors of regulatory change in patent protection, risk mitigation, effective R&D resource allocation in order to achieve an integrated approach to effective portfolio and PLCM.
Now in its 6th year, SMi Groups Pharmaceutical Portfolio & Product Life-Cycle Management is a well established meeting ground for such managers and directors who are faced with the task of managing the pipeline in a way that acknowledges the above mentioned factors and more. In the close up environment that our conferences provide, you can expect to discuss with some of the leading professionals in the field the best way to approach this difficult task. In a showcase of effective approaches from many of the largest pharmaceutical companies, you can be sure to learn much of value to yourself, and to your organization.
Dear all,
I have tried putting down my view-points on benefits of Project Management system in Pharmaceutical Industry...
Please let me know what do you think.
Regards,
Megha Thakkar
Where to Begin? Application Portfolio Migration - Miha Kralj, Principal Consultant, AWS
Application portfolio assessment is a technique used at the beginning of enterprise application migration process. It helps migration team to gather, analyse and understand their app portfolio before deciding on priorities and sequences of application migration. This session will present the app assessment process, the most common migration strategies and tools, and the placement of application portfolio migration in a complete IT Transformation process.
Amazon QuickSight is a fast BI service that makes it easy for you to build visualizations, perform ad-hoc analysis, and quickly get business insights from your data. QuickSight is built to harness the power and scalability of the cloud, so you can easily run analysis on large datasets, and support hundreds of thousands of users. In this session, we’ll demonstrate how you can easily get started with Amazon QuickSight, uploading files, connecting to S3 and Redshift and creating analyses from visualizations that are optimized based on the underlying data. Once we’ve built our analysis and dashboard, we’ll show you easy it is to share it with colleagues and stakeholders in just a few seconds. And with SPICE – QuickSight’s in-memory calculation engine – you can go from data to insights, faster than ever.
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Reasons for failure of innovation; Economics of innovation; Importance of innovation management; Innovations strategies for a nation and an organization; Traits of innovative organizations; Types of innovative organizations; Management of innovation
Pitney Bowes is a 90+ year old company that has been undergoing a transformation by shifting focus from Mail Stream Management to Customer Communications Management. We have been leveragining Portfolio Analysis as a key tool to help us allocate resources in our strategic planning process. The session will cover the approach we’ve taken, how to analyze core vs. growth offerings across a diverse portfolio of Hardware, Software and Services and what has and has not worked so far.
Portfolio analysis as a foundation to long term strategy.
Combining market, competitive and performance data to allocate resources across a diverse set of offerings.
Amazon.com - Company Analysis (OD & HRM)Nikhil Saraf
Amazon.com - Company Analysis
Answers the following:
- How did the organization start and evolve
-What were important organizational points of change?
-How did these changes impact the organization?
-What were the organizational responses to these important points of change?
-How did these responses change the organization?
Pharmaceutical Portfolio & Product Life Cycle Managementsbryant89
As product pipelines become thinner, and pressure to get the most out of dwindling resources increases, pharmaceutical portfolio and product lifecycle management becomes an imperative part of a company’s approach to maximizing ROI. Not only must managers carefully strategize in relation to the product’s strengths against competitors and also in such a way to compliment the overall company portfolio, but they must also balance the crucial factors of regulatory change in patent protection, risk mitigation, effective R&D resource allocation in order to achieve an integrated approach to effective portfolio and PLCM.
Now in its 6th year, SMi Groups Pharmaceutical Portfolio & Product Life-Cycle Management is a well established meeting ground for such managers and directors who are faced with the task of managing the pipeline in a way that acknowledges the above mentioned factors and more. In the close up environment that our conferences provide, you can expect to discuss with some of the leading professionals in the field the best way to approach this difficult task. In a showcase of effective approaches from many of the largest pharmaceutical companies, you can be sure to learn much of value to yourself, and to your organization.
Dear all,
I have tried putting down my view-points on benefits of Project Management system in Pharmaceutical Industry...
Please let me know what do you think.
Regards,
Megha Thakkar
Where to Begin? Application Portfolio Migration - Miha Kralj, Principal Consultant, AWS
Application portfolio assessment is a technique used at the beginning of enterprise application migration process. It helps migration team to gather, analyse and understand their app portfolio before deciding on priorities and sequences of application migration. This session will present the app assessment process, the most common migration strategies and tools, and the placement of application portfolio migration in a complete IT Transformation process.
Amazon QuickSight is a fast BI service that makes it easy for you to build visualizations, perform ad-hoc analysis, and quickly get business insights from your data. QuickSight is built to harness the power and scalability of the cloud, so you can easily run analysis on large datasets, and support hundreds of thousands of users. In this session, we’ll demonstrate how you can easily get started with Amazon QuickSight, uploading files, connecting to S3 and Redshift and creating analyses from visualizations that are optimized based on the underlying data. Once we’ve built our analysis and dashboard, we’ll show you easy it is to share it with colleagues and stakeholders in just a few seconds. And with SPICE – QuickSight’s in-memory calculation engine – you can go from data to insights, faster than ever.
Incorporating the latest industry thinking and developments, this exploration of brands, brand equity, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies.
Reasons for failure of innovation; Economics of innovation; Importance of innovation management; Innovations strategies for a nation and an organization; Traits of innovative organizations; Types of innovative organizations; Management of innovation
Pitney Bowes is a 90+ year old company that has been undergoing a transformation by shifting focus from Mail Stream Management to Customer Communications Management. We have been leveragining Portfolio Analysis as a key tool to help us allocate resources in our strategic planning process. The session will cover the approach we’ve taken, how to analyze core vs. growth offerings across a diverse portfolio of Hardware, Software and Services and what has and has not worked so far.
Portfolio analysis as a foundation to long term strategy.
Combining market, competitive and performance data to allocate resources across a diverse set of offerings.
Amazon.com - Company Analysis (OD & HRM)Nikhil Saraf
Amazon.com - Company Analysis
Answers the following:
- How did the organization start and evolve
-What were important organizational points of change?
-How did these changes impact the organization?
-What were the organizational responses to these important points of change?
-How did these responses change the organization?
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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Product Portfolio Management
1. Product Portfolio Management
Andrew Reback
Group Product Manager, Intuit
QuickBooks Industry-Specific Solutions
Silicon Valley Product Management
Association Presentation
9 July 2003
All Contents Copyright 2003 by Andrew Reback
1
Copyright 2003 Andrew Reback
3. Introduction
How do you manage and prioritize between multiple projects?
• Highest revenue
• ROI
• Nearest term deliverables
• Strongest advocate
• Executive mandate
• Randomly
• Prioritize?
Product portfolio management balances funding and resources for
projects to achieve the business’s near and long term objectives
3
Copyright 2003 Andrew Reback
4. What is a product portfolio?
• An approach and a visualization
1. Assess and represent product attributes
2. More objectively and effectively balance
products/project investment
3. Against both short and long term business needs
4
Copyright 2003 Andrew Reback
5. One model
• Need to balance current investments:
– Near and longer term product deliverables
– Risk – revenue, market, and development
5
Copyright 2003 Andrew Reback
6. Product Portfolio Template
Portfolio
Higher
Revenue Template
In the portfolio, the X-axis
(risk or other) and Y-axis
(revenue or profitability or
Incremental Direct Revenue Opportunity
contribution) should be
specific to your business
needs.
Lower
Revenue
Lower Risk Market or Project Risk Higher Risk
Mature Product Maturity New Offerings
6
Copyright 2003 Andrew Reback
7. Attributes for Risk (x)
Project Risk Market Risk Total Risk
Value
Product Time to Dependence Potential Current Risk of low
Market (1, on new partner competition market
technology solution in market (1, adoption (1,
3, 5)
(1, 3, 5) available (1, 3, 5) 3, 5)
3, 5)
A 1 3 5 3 5 17
B 3 1 3 3 1 11
C 5 1 1 3 3 13
D 3 5 3 1 3 15
E 3 5 5 1 1 15
F 5 3 3 5 3 19
7
Copyright 2003 Andrew Reback
8. Attributes for Risk (x)
Product Time to Need for Infrastructure Market Risk - Overall Risk
Market new subject + other Competitive threat Level (L, M, H)
(<1yr, 1-2yrs, matter changes
2+ yrs) expertise (L, required (L,
M, H) M, H)
A 1yr L H L M
B 2yr L L L L
C 1yr M M M M
D 2yr M M M M
E 3yr H L M M
F 1yr H M H H
8
Copyright 2003 Andrew Reback
9. Sample Product Portfolio - Fiscal Year 1 State
Portfolio
Product
Higher 7
Revenue
Representation
Product
3
Product 2
Product
4
Product A portfolio with many projects
6
Product under consideration, many
5
insufficiently staffed leads to a
significant amount of
inappropriately directed cost
and effort.
Product Circle size = approximate allocated
7
resources. 0.25"sq= x PD resources
Incremental Direct Revenue Opportunity
Product 1 Green = fully staffed
Yellow = understaffed
Red = not staffed
Lower
Revenue
Lower Risk Market or Project Risk Higher Risk
Mature Product Maturity New Offerings
9
Copyright 2003 Andrew Reback
10. Sample Product Portfolio - Fiscal Year 1 State
Product
7
Higher
Portfolio
Revenue
Product Representation
3
Product 2
Product
4
Product
6
Product
5
Resource shift to greater
business opportunities
Product
Goal is to shift resources
7
to projects which will
Incremental Direct Revenue Opportunity
Product 1 address BOTH near and
longer term business
objectives
Lower
Revenue
Lower Risk Market or Project Risk Higher Risk
Mature Product Maturity New Offerings
10
Copyright 2003 Andrew Reback
11. Sample Product Portfolio - Fiscal Year 1 State
Product Portfolio
Higher 7
Revenue
Product Representation
3
Product 2
Product
4
Product
6
Product For higher risk
5 Skunk-works,
special projects, offerings with lower
other investigation
Resource shift to greater
potential revenue, or
business opportunities longer term
opportunities with
unknown revenue
potential, potential for
alternate delivery
Incremental Direct Revenue Opportunity
Partner solutions
Product 1 vehicles
Lower
Revenue
Lower Risk Market or Project Risk Higher Risk
Mature Product Maturity New Offerings
11
Copyright 2003 Andrew Reback
12. Sample Product Portfolio - Balanced Proposal
Product
Higher 7
Revenue
Product A Balanced
3
Portfolio
Product 2
Skunk-works,
special projects,
Product 6 other investigation
Funding and resource
allocation should be
inline with both short
and longer term
business objectives.
Incremental Direct Revenue Opportunity
Partner solutions
Product 1
Lower
Revenue
Lower Risk Market or Project Risk Higher Risk
12 Mature Product Maturity New Offerings
Copyright 2003 Andrew Reback
13. 6 Easy Pieces
1. Define key product/project attributes reflective of business
requirements
2. Define metrics (qualitative or quantitative) for key product
attributes
3. Consolidate metrics as appropriate to drive trade-off between
x (risk is this model) and y (revenue in this case) attributes
4. With consideration for both near and long term business
objectives, evaluate whether current funding is appropriate to
execute against the defined objectives
5. Rebalance current and future funding based on business
objectives and shifting product attributes
6. Re-evaluate funding decisions on periodic basis (semi-
annually, annually)
13
Copyright 2003 Andrew Reback
14. What it is not
• The answer to all PM problems
• Still need
– Smart people
– To define appropriate attributes
– To decide specific investments
– To define execute
Like any tool, product portfolio management requires good inputs,
intelligent application, and valid outputs to be useful.
14
Copyright 2003 Andrew Reback
15. Future Opportunities
• Long-term financial assessment
– Success metrics and performance against
expectations
• More rigid risk assessment + ongoing risk re-
evaluation
15
Copyright 2003 Andrew Reback
16. Why use portfolio management?
• Benefits
• Risks of not using a portfolio approach
16
Copyright 2003 Andrew Reback
17. Product Portfolio Management
Andrew Reback
Group Product Manager, Intuit
QuickBooks Industry-Specific Solutions
Silicon Valley Product Management
Association Presentation
9 July 2003
17
Copyright 2003 Andrew Reback