The document discusses six critical principles of strategic portfolio management:
1) Aligned decision forum - Drive real decision making and conflict resolution at all levels.
2) Value creation focus - Maximize value created across the organization.
3) Credible, comparable evaluations - Allow participants to make and accept decisions.
4) Embrace uncertainty and dynamics - Treat uncertainty explicitly.
5) Clear communication and learning - Share information, update it, and improve results.
6) Inclusive, collaborative process - All stakeholders participate openly and benefit.
The document provides examples and discussion of how to apply these principles to strategic portfolio management. It also includes polls to gauge participants' interests and challenges.
This document summarizes a presentation on strategic innovation. It discusses:
1) Design thinking is being promoted as a business tool by universities and design firms. It requires multidisciplinary teams, experience-based research, prototyping, and iteration.
2) Some companies like P&G and Apple have embraced design thinking strategically and seen strong financial results from increased innovation.
3) Not all innovative companies provide strong shareholder returns, because creativity often opposes evaluation in organizations. A new model is needed that respects both creativity and value discipline.
4) The innovation competency model balances creativity, value guidance, and execution excellence through a cycle of learning and buy-in. Analytical tools
Accelerating the deployment of technology to business opportunities-chevron T...SmartOrg
ChevronTexaco implemented a value-based management process and tools to optimize its heavy oil technology portfolio and accelerate the deployment of technologies. The process provided standard templates and metrics to consistently evaluate and compare projects. It helped prioritize projects based on their expected value, technical risk, and alignment with business strategy. Tracking project uncertainties and outcomes provided transparency. The results included faster initiation and deployment of projects, earlier termination of less promising projects, and increased portfolio value through accelerated technology development.
A great technology and a compelling customer need are necessary but not sufficient to change the world. What is missing? This workshop on failing forward explores common model of innovation, pivoting and generating insights and results.
This presentation gives actionable insight on your innovation project helping you to improve your ability to formulate innovation projects. The presentation provides five must-do's of innovation management and making innovation soar.
Principles of strategic portfolio managementSmartOrg
This document discusses principles of strategic portfolio management and provides an overview of SmartOrg, a consulting firm that helps companies improve their portfolio management processes. Some key points:
- David Matheson is the President and CEO of SmartOrg. He has helped companies improve results from portfolio management, product development, and other areas.
- SmartOrg provides software, services, and training to help companies build their capability for strategic portfolio management. This includes tools to evaluate projects, focus stakeholders, and compare portfolios.
- Good strategic portfolio management principles include having an aligned decision forum, focusing on value creation, using credible and comparable evaluations, embracing uncertainty, and having an inclusive process.
When we hear “values,” we interpret it in three different ways: cultural norms, metrics for tradeoffs (if you happen to be a decision analyst), or distinguishing between means and ends (if you’ve read “Value-Focused Thinking”). This talk will share a fourth way of hearing the term “values,” offering an interpretation of values as “meta-strategy” by understanding intrinsic purpose. Exploring intrinsic purpose is unfamiliar territory, and stories will be shared on how such an exercise helped unlock the creative juice of an organization, gave dignity to their work and transformed their frame. Along the way, a $2 million portfolio turned into a $30 million portfolio. That story and other experiments in mapping the values of organizations will be shared. A reformulation of the six elements of decision quality along the head and heart dimensions will also be offered.
This document summarizes a presentation on strategic innovation. It discusses:
1) Design thinking is being promoted as a business tool by universities and design firms. It requires multidisciplinary teams, experience-based research, prototyping, and iteration.
2) Some companies like P&G and Apple have embraced design thinking strategically and seen strong financial results from increased innovation.
3) Not all innovative companies provide strong shareholder returns, because creativity often opposes evaluation in organizations. A new model is needed that respects both creativity and value discipline.
4) The innovation competency model balances creativity, value guidance, and execution excellence through a cycle of learning and buy-in. Analytical tools
Accelerating the deployment of technology to business opportunities-chevron T...SmartOrg
ChevronTexaco implemented a value-based management process and tools to optimize its heavy oil technology portfolio and accelerate the deployment of technologies. The process provided standard templates and metrics to consistently evaluate and compare projects. It helped prioritize projects based on their expected value, technical risk, and alignment with business strategy. Tracking project uncertainties and outcomes provided transparency. The results included faster initiation and deployment of projects, earlier termination of less promising projects, and increased portfolio value through accelerated technology development.
A great technology and a compelling customer need are necessary but not sufficient to change the world. What is missing? This workshop on failing forward explores common model of innovation, pivoting and generating insights and results.
This presentation gives actionable insight on your innovation project helping you to improve your ability to formulate innovation projects. The presentation provides five must-do's of innovation management and making innovation soar.
Principles of strategic portfolio managementSmartOrg
This document discusses principles of strategic portfolio management and provides an overview of SmartOrg, a consulting firm that helps companies improve their portfolio management processes. Some key points:
- David Matheson is the President and CEO of SmartOrg. He has helped companies improve results from portfolio management, product development, and other areas.
- SmartOrg provides software, services, and training to help companies build their capability for strategic portfolio management. This includes tools to evaluate projects, focus stakeholders, and compare portfolios.
- Good strategic portfolio management principles include having an aligned decision forum, focusing on value creation, using credible and comparable evaluations, embracing uncertainty, and having an inclusive process.
When we hear “values,” we interpret it in three different ways: cultural norms, metrics for tradeoffs (if you happen to be a decision analyst), or distinguishing between means and ends (if you’ve read “Value-Focused Thinking”). This talk will share a fourth way of hearing the term “values,” offering an interpretation of values as “meta-strategy” by understanding intrinsic purpose. Exploring intrinsic purpose is unfamiliar territory, and stories will be shared on how such an exercise helped unlock the creative juice of an organization, gave dignity to their work and transformed their frame. Along the way, a $2 million portfolio turned into a $30 million portfolio. That story and other experiments in mapping the values of organizations will be shared. A reformulation of the six elements of decision quality along the head and heart dimensions will also be offered.
Patterns that support agile business development. These patterns can also be called Evaluation Patterns, for they provide the building blocks to take an evaluation-driven approach to funding R&D.
This document summarizes the key findings of a global innovation survey conducted by Capgemini Consulting. The survey compares the behaviors and approaches of "innovation leaders", defined as companies where over 75% of innovation efforts have a positive impact on business results, versus "innovation laggards", where less than 25% of efforts have a positive impact. Some of the main findings are that innovation leaders place more strategic priority on innovation, are more capable of adapting to new technologies, engage external partners more in innovation, and are more likely to have an executive accountable for innovation. The survey also finds that most companies see opportunities to improve their innovation governance structures and capabilities for engaging external partners.
This document provides an overview of framing in decision making. It discusses how a frame acts as a limited description that filters what is relevant to a problem. Inappropriate frames can lead to poor decisions. The document then discusses different patterns and tools that can be used to properly frame a decision problem, such as establishing what is at stake, selecting the right size process, communicating the strategy arc, using issue raising as an icebreaker, employing the whine bottle technique, identifying hidden assumptions, and using a decision hierarchy. The overall intent is to provide a catalog of patterns and tools to help structure the framing phase of a decision process.
Анна Бойко, "Хороший контракт vs очікування клієнтів. Що вбереже вас, якщо вд...Sigma Software
This document discusses engagement models and managing customer expectations in contracts and projects. It provides examples of how fixed price, time and materials (T&M), and on-demand team (ODT) models can lead to misaligned expectations if not set up properly. It also discusses how the COVID-19 pandemic impacted many businesses and projects in 2020, with some clients pushing for contract renegotiations, discounts, or trying to terminate projects due to financial difficulties caused by the pandemic. The document emphasizes the importance of clear communication around budgets, responsibilities, and engagement terms to avoid disputes down the road.
Building the Future of Project Management: 10 Key Skills for Tomorrow's Proje...Jami Anderson
One of the most profound impacts of disruptive technologies is the need to upskill your workforce to meet the needs of the future. Not even project management will be left unaffected by the likes of digitization and artificial intelligence. As value is delivered through projects, there has never been a better time to be in the field of project management; provided we can fill the gap between needed skills and our ability. Here are the 10 key skills necessary for tomorrow’s project managers.
Capgemini Consulting, the global strategy and transformation consulting brand of the Capgemini Group, today releases its second innovation leader versus laggard study. As the knowledge partner of the World Innovation Forum, Capgemini Consulting has recently completed its global innovation survey on the current state of innovation. The study offers a unique perspective by looking at the differences in behavior of innovation leaders vis-à-vis laggards across five key areas, in order to identify what drives the success of companies that view themselves as successful innovators.
Building Strategies for aSmarter Business in MalaysiaIBMAsean
The document summarizes findings from a study of CEOs regarding managing change in businesses. It finds that while CEOs are more confident in managing change, the gap between their capabilities and the challenges of change is growing. CEOs of mid-sized companies face particular challenges in managing change effectively. Successful CEOs embrace change and see it as necessary for business, helping them achieve stronger financial performance.
An Evolving Career in Innovation Management Steven Palmer
Over the last decade, businesses within the United States have seen an incredible surge in the demand for Innovative capabilities. But how do you develop the skills necessary to drive new ideas? We exam that question through the lens of the Project Manager in a speech originally presented at PMI Honolulu.
Businesses in every industry are looking to optimize the return on their investments while maintaining the ability to adjust and pivot with minimal disruption in these evolving times. They are using PPM to help them with that and they need their CIOs to help them drive future success. Don’t be an anchor for your business partners.
Bridging the Gap: Implementing CIO Leadership in Project ManagementAggregage
You may have a visionary CIO and very capable project managers. You may have the best tech, the latest software, and stellar talent. But if you can’t establish a dynamic, collaborative team with a clear mission, then your project will slip through the cracks. It’s time for CIOs to unlock their "people potential" and learn the leadership skills that will lead to satisfied project managers and more than satisfactory project results. Join Clint Padgett, CEO and President of Project Success Inc., and bridge the gap between CIOs and Project Managers to create a passionate and successful team.
Capacity Conquered: Realigning Resources to Respond, React and RecoverKeyedIn Projects
Resource capacity is an important yet challenging model for any PMO to get an accurate understanding of. Add to that changing resource requirements, shifting business priorities and unpredictable resource pool and it becomes very daunting to maintain a reliable capacity plan. In today’s rapidly changing environment, this is just the start of it.
Venture Path is Deloitte's approach to helping large enterprises adopt lean startup principles and embed disruptive innovation. It includes the Venture Path Method (lean startup methodology), Venture Path Structure (blueprint for roles, processes, and governance), and Venture Path Platform (software to track and measure innovation initiatives). The platform guides users through three phases - concept, validation, and scale. It provides venture builders guidance and collects metrics to help portfolio managers make informed investment decisions. The goal is to help organizations test ideas quickly, reduce risk, and consistently innovate in a digital world.
Impact Investing Masterclass – Deck for Future VC 2021Dama Sathianathan
Here's my deck all about impact investing used in the Future VC Masterclass, providing new talent breaking into VC with an overview of what impact investing is and how it applies to the venture capital industry.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Accenture is a global management consulting and services company that began in 1942. It became independent in 2000 after separating from its parent company. Accenture focuses on strategy, consulting, technology, digital, and operations services. It has a strong branding strategy targeting CEOs and other C-level executives with campaigns like "Be a Tiger" and "High Performance. Delivered." While Tiger Woods was previously a major brand ambassador, Accenture dropped him after a scandal and redesigned its campaigns. Going forward, Accenture aims to consolidate clients, encourage buying alliances, focus on lead generation, build trust, and innovate through tools like newsletters, podcasts, and webinars.
The document discusses how technology companies can increase shareholder returns through effective strategic planning and business alignment. It argues that companies often fail to achieve their strategic goals because their corporate decision model is not properly aligned with their new strategy. It provides examples of large tech companies that improved performance by realigning their corporate structure to better support their strategic objectives of innovating, integrating solutions, or focusing on operations. The document advocates analyzing a company's strategy, decision model, and making changes to the model before implementing strategic plans in order to improve investment returns.
Innovation Practices, Metrics and Performance by Kenneth Kahn Ph.D of VCU's ...CincyInnovates
New Product Development (NPD) practitioners are keen to benchmark NPD practices because identifying practices which are able to more efficiently and/or effectively deliver a new product or service could mean the difference between success and failure. To help in identifying such practices Dr. Kahn will present findings pertaining to what practitioners find to be poor and best NPD practices. Among the different practices presented particular focus will be put on metrics and performance measurement. Thoughts on how to frame metrics and performance measurement during innovation will be introduced. The presentation will conclude with guidelines for manifesting better performance through practices and metrics, incorporating actual project experiences from VCU’s da Vinci Center for Innovation.
Operations to enable to better the business they serve and have moved beyond traditional cost reduction to embrace new technology, practices and talent to move beyond incremental gains. See Gianni Giacomelli, SVP, Genpact and Phil Fersht, CEO, Hfs Research explain how to do this.
The document is a worksheet to help evaluate the quality of decision making. It provides a scale from 0% to 100% for various factors involved in making high quality decisions. These factors include having a useful perspective, meaningful inquiries, distinct directions considered, credible information sources, clear metrics to measure options against, and insightful reasoning. The highest quality decision making also includes developing actionable plans, maintaining aligned intentions and commitment, as well as balancing rational thinking with emotional motivation.
The document discusses decision quality in total cost management for capital projects. It outlines six elements of decision quality: appropriate framework, creative alternatives, reliable information, clear values and tradeoffs, logical reasoning, and commitment to action. Complex decisions require tools like influence diagrams and decision chains. Cost engineering professionals can help improve decision quality, especially for complex decisions during early project phases, by applying techniques like decision analysis and ensuring the six elements of decision quality are met. Their role in decision quality should be redefined and expanded to front-end loading phases with high uncertainty where substantial value is at stake.
Patterns that support agile business development. These patterns can also be called Evaluation Patterns, for they provide the building blocks to take an evaluation-driven approach to funding R&D.
This document summarizes the key findings of a global innovation survey conducted by Capgemini Consulting. The survey compares the behaviors and approaches of "innovation leaders", defined as companies where over 75% of innovation efforts have a positive impact on business results, versus "innovation laggards", where less than 25% of efforts have a positive impact. Some of the main findings are that innovation leaders place more strategic priority on innovation, are more capable of adapting to new technologies, engage external partners more in innovation, and are more likely to have an executive accountable for innovation. The survey also finds that most companies see opportunities to improve their innovation governance structures and capabilities for engaging external partners.
This document provides an overview of framing in decision making. It discusses how a frame acts as a limited description that filters what is relevant to a problem. Inappropriate frames can lead to poor decisions. The document then discusses different patterns and tools that can be used to properly frame a decision problem, such as establishing what is at stake, selecting the right size process, communicating the strategy arc, using issue raising as an icebreaker, employing the whine bottle technique, identifying hidden assumptions, and using a decision hierarchy. The overall intent is to provide a catalog of patterns and tools to help structure the framing phase of a decision process.
Анна Бойко, "Хороший контракт vs очікування клієнтів. Що вбереже вас, якщо вд...Sigma Software
This document discusses engagement models and managing customer expectations in contracts and projects. It provides examples of how fixed price, time and materials (T&M), and on-demand team (ODT) models can lead to misaligned expectations if not set up properly. It also discusses how the COVID-19 pandemic impacted many businesses and projects in 2020, with some clients pushing for contract renegotiations, discounts, or trying to terminate projects due to financial difficulties caused by the pandemic. The document emphasizes the importance of clear communication around budgets, responsibilities, and engagement terms to avoid disputes down the road.
Building the Future of Project Management: 10 Key Skills for Tomorrow's Proje...Jami Anderson
One of the most profound impacts of disruptive technologies is the need to upskill your workforce to meet the needs of the future. Not even project management will be left unaffected by the likes of digitization and artificial intelligence. As value is delivered through projects, there has never been a better time to be in the field of project management; provided we can fill the gap between needed skills and our ability. Here are the 10 key skills necessary for tomorrow’s project managers.
Capgemini Consulting, the global strategy and transformation consulting brand of the Capgemini Group, today releases its second innovation leader versus laggard study. As the knowledge partner of the World Innovation Forum, Capgemini Consulting has recently completed its global innovation survey on the current state of innovation. The study offers a unique perspective by looking at the differences in behavior of innovation leaders vis-à-vis laggards across five key areas, in order to identify what drives the success of companies that view themselves as successful innovators.
Building Strategies for aSmarter Business in MalaysiaIBMAsean
The document summarizes findings from a study of CEOs regarding managing change in businesses. It finds that while CEOs are more confident in managing change, the gap between their capabilities and the challenges of change is growing. CEOs of mid-sized companies face particular challenges in managing change effectively. Successful CEOs embrace change and see it as necessary for business, helping them achieve stronger financial performance.
An Evolving Career in Innovation Management Steven Palmer
Over the last decade, businesses within the United States have seen an incredible surge in the demand for Innovative capabilities. But how do you develop the skills necessary to drive new ideas? We exam that question through the lens of the Project Manager in a speech originally presented at PMI Honolulu.
Businesses in every industry are looking to optimize the return on their investments while maintaining the ability to adjust and pivot with minimal disruption in these evolving times. They are using PPM to help them with that and they need their CIOs to help them drive future success. Don’t be an anchor for your business partners.
Bridging the Gap: Implementing CIO Leadership in Project ManagementAggregage
You may have a visionary CIO and very capable project managers. You may have the best tech, the latest software, and stellar talent. But if you can’t establish a dynamic, collaborative team with a clear mission, then your project will slip through the cracks. It’s time for CIOs to unlock their "people potential" and learn the leadership skills that will lead to satisfied project managers and more than satisfactory project results. Join Clint Padgett, CEO and President of Project Success Inc., and bridge the gap between CIOs and Project Managers to create a passionate and successful team.
Capacity Conquered: Realigning Resources to Respond, React and RecoverKeyedIn Projects
Resource capacity is an important yet challenging model for any PMO to get an accurate understanding of. Add to that changing resource requirements, shifting business priorities and unpredictable resource pool and it becomes very daunting to maintain a reliable capacity plan. In today’s rapidly changing environment, this is just the start of it.
Venture Path is Deloitte's approach to helping large enterprises adopt lean startup principles and embed disruptive innovation. It includes the Venture Path Method (lean startup methodology), Venture Path Structure (blueprint for roles, processes, and governance), and Venture Path Platform (software to track and measure innovation initiatives). The platform guides users through three phases - concept, validation, and scale. It provides venture builders guidance and collects metrics to help portfolio managers make informed investment decisions. The goal is to help organizations test ideas quickly, reduce risk, and consistently innovate in a digital world.
Impact Investing Masterclass – Deck for Future VC 2021Dama Sathianathan
Here's my deck all about impact investing used in the Future VC Masterclass, providing new talent breaking into VC with an overview of what impact investing is and how it applies to the venture capital industry.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Accenture is a global management consulting and services company that began in 1942. It became independent in 2000 after separating from its parent company. Accenture focuses on strategy, consulting, technology, digital, and operations services. It has a strong branding strategy targeting CEOs and other C-level executives with campaigns like "Be a Tiger" and "High Performance. Delivered." While Tiger Woods was previously a major brand ambassador, Accenture dropped him after a scandal and redesigned its campaigns. Going forward, Accenture aims to consolidate clients, encourage buying alliances, focus on lead generation, build trust, and innovate through tools like newsletters, podcasts, and webinars.
The document discusses how technology companies can increase shareholder returns through effective strategic planning and business alignment. It argues that companies often fail to achieve their strategic goals because their corporate decision model is not properly aligned with their new strategy. It provides examples of large tech companies that improved performance by realigning their corporate structure to better support their strategic objectives of innovating, integrating solutions, or focusing on operations. The document advocates analyzing a company's strategy, decision model, and making changes to the model before implementing strategic plans in order to improve investment returns.
Innovation Practices, Metrics and Performance by Kenneth Kahn Ph.D of VCU's ...CincyInnovates
New Product Development (NPD) practitioners are keen to benchmark NPD practices because identifying practices which are able to more efficiently and/or effectively deliver a new product or service could mean the difference between success and failure. To help in identifying such practices Dr. Kahn will present findings pertaining to what practitioners find to be poor and best NPD practices. Among the different practices presented particular focus will be put on metrics and performance measurement. Thoughts on how to frame metrics and performance measurement during innovation will be introduced. The presentation will conclude with guidelines for manifesting better performance through practices and metrics, incorporating actual project experiences from VCU’s da Vinci Center for Innovation.
Operations to enable to better the business they serve and have moved beyond traditional cost reduction to embrace new technology, practices and talent to move beyond incremental gains. See Gianni Giacomelli, SVP, Genpact and Phil Fersht, CEO, Hfs Research explain how to do this.
The document is a worksheet to help evaluate the quality of decision making. It provides a scale from 0% to 100% for various factors involved in making high quality decisions. These factors include having a useful perspective, meaningful inquiries, distinct directions considered, credible information sources, clear metrics to measure options against, and insightful reasoning. The highest quality decision making also includes developing actionable plans, maintaining aligned intentions and commitment, as well as balancing rational thinking with emotional motivation.
The document discusses decision quality in total cost management for capital projects. It outlines six elements of decision quality: appropriate framework, creative alternatives, reliable information, clear values and tradeoffs, logical reasoning, and commitment to action. Complex decisions require tools like influence diagrams and decision chains. Cost engineering professionals can help improve decision quality, especially for complex decisions during early project phases, by applying techniques like decision analysis and ensuring the six elements of decision quality are met. Their role in decision quality should be redefined and expanded to front-end loading phases with high uncertainty where substantial value is at stake.
A talk given to the Society of Decision Professionals by Somik Raha on Jul 23, 2014
Abstract: When we hear “values,” we interpret it in three different ways: cultural norms, metrics for tradeoffs (if you happen to be a decision analyst), or distinguishing between means and ends (if you’ve read “Value-Focused Thinking”). This talk will share a fourth way of hearing the term “values,” offering an interpretation of values as “meta-strategy” by understanding intrinsic purpose. Exploring intrinsic purpose is unfamiliar territory, and stories will be shared on how such an exercise helped unlock the creative juice of an organization, gave dignity to their work and transformed their frame. Along the way, a $2 million portfolio turned into a $30 million portfolio. That story and other experiments in mapping the values of organizations will be shared. A reformulation of the six elements of decision quality along the head and heart dimensions will also be offered.
The document discusses design strategies for building multi-page applications with AngularJS. It describes mapping routes to controllers and views, defining controllers as TypeScript classes to encapsulate logic, and binding views to controllers with Angular directives. Key aspects covered include defining routes with $routeProvider, implementing controllers to handle routes, and linking templates to controllers.
Embedded DA vs Consultative DA: Audience WorkshopSmartOrg
At DAAG 2014, in the Ubiquitous DA: Embedded DA session on Mar 27, 2014 at Boston, David Matheson facilitated an audience workshop to reflect on the differences between Embedded DA and Consultative DA. The first four slides are a summary of speaker talks in that session, while the rest are the result of audience contributions. The original flipchart photos are also included.
Embedded Decision Analysis: Systems Design PatternsSmartOrg
This deck was presented at INFORMS on Mar 27, 2014 by Somik Raha, for the session "Ubiquitous DA: Embedded Decision Analysis", and looks at design patterns for system design in the context of Embedded DA.
The document provides an overview of bringing agile principles and practices to business development. It begins with defining business development and describing the agile manifesto values of collaborative development, working models/software, customer collaboration, and responding to change. It then contrasts traditional versus agile approaches to business development. The remainder of the document discusses evaluating options using techniques like option value analysis and outlines an agenda to apply agile practices like collaborative development and learning from failures to business development.
Driving Digital Success: Three ROI Criteria for Competitive Advantage Apigee | Google Cloud
Three ROI criteria can provide competitive advantage when used together:
1. Efficiency goals like reducing time-to-market increase digital performance.
2. Customer satisfaction targets consider both exceeding expectations and meeting minimums.
3. Financial metrics like real options valuation that account for changing conditions outperform static analyses.
Together these criteria drive better decisions about digital investments, with efficiency and satisfaction mutually reinforcing each other and real options allowing for a flexible portfolio. Leaders use all three to start, sustain, and structure smart digital initiatives.
Successful Digital Transformation starts with a well defined StrategyGlen Alleman
Leading successful Digital Transformation projects cannot be successful without a Strategy for their success.
This briefing shows how to develop and apply a Strategy for Program Success through clear and concise descriptions of the strategic outcomes, Measures of Effectiveness and Performances, and identification of Value needed to meet business goals in a timely manner for the needed budget.
5 Steps To Measure ROI On Your Data Science Initiatives - WebinarGramener
1. Measuring ROI from data science initiatives is challenging for many organizations as the outcomes are often not clearly defined, quantified, or attributed to the initiatives. Breaking the chain from data to insights to actions to outcomes is common.
2. A framework is presented for quantifying the value of data science initiatives using 5 steps - define success metrics, measure the metrics, attribute outcomes to causal factors, calculate net costs and benefits to determine breakeven, and benchmark results.
3. The framework is applied to a case study of a beverage manufacturer that used analytics to optimize plant costs. Key metrics like cost savings, employee productivity, and process efficiency were defined and attribution methods like A/B testing were used
The history of mankind has been the history of improvement. Darwin's concept of the survival of the fittest certainly applies to the business community. In the construction industry, the failure rate is about 25% and although there are many reasons for this, one of the prominent ones is that companies do not organize for sustainability and do not continue to do the things necessary to face ever changing challenges which give them the fuel for sustainability. Total Quality Management is a process for continual improvement. Construction contractors should evaluate what TQM has to offer and from that evaluation customize concepts that are appropriate to its culture and needs. This webinar provides the guidance to construction contractors' evaluation of the principles of TQM which can and perhaps should be implemented in a given company.
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
Crises, societal progress, governmental intervention, global economics, and technology are the driving forces behind dramatic change in business. How does your business strategy address these factors today, tomorrow, and down the road? During this webinar, our experts will help you assess your readiness to react to an ever-changing business environment, and arm you with the tools you need to plan for continued success.
Learning Objectives:
At the conclusion of this session, you will be able to:
■Identify how technology and other factors will affect your organization in the short and long term.
■Communicate how change will affect your strategy regarding products and services, markets, customers, and other variables.
■Determine what level of investment you’ll need to make, as well as the impact on your capital structure and what the return on investment will be.
■Understand the value of real-time information to gain competitive advantage
Although Big Data is changing enterprise data architecture models, support for Big Data extends beyond the walls of IT. The most successful companies are focused on building strong business cases for Big Data to drive support, adoption and funding though the enterprise.
This webinar investigated the two perspectives in constructing a business case for Big Data as well as how to create a compelling business case for Big Data success.
During this webinar, we covered:
-Challenges Creating Business Cases for Big Data
-Two perspectives for building Big Data business-cases
-Building the business-focused case and getting to monetized benefits
-Fortifying your business case with IT-benefits
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
Decisions in businesses are often neither well thought out, appropriate or well executed. This pack looks at some of the aspects of making effective strategic decisions
The document provides an overview of investments in the 3rd quarter of 2001, including summaries of 14 portfolio companies. Key details included are company strategies, competition, investment information, ratings on management and market potential. The summary seeks near-term investment opportunities and needs introductions to customers for some portfolio companies.
Dealing in a digital world - strategies to future-proof your businessEY
As the world goes digital, developing innovation in-house is no longer enough, according to a new study from EY. Instead, with constraints around time and capital, non-tech firms are turning to mergers and acquisitions (M&A), joint ventures and alliances to acquire the innovation they need.
The document outlines an approach for strategic offsites, emphasizing preparation, objectives, agenda, process, alignment, and follow-through. It discusses developing clear objectives, collecting participant opinions through interviews/surveys, and using the data to quantify opinions and prioritize issues. Sample interview questions and output are provided to illustrate gathering opinions on an organization's growth strategy, priorities for investment, and key areas to address.
This document provides an overview of Lean Six Sigma methodology. It discusses the key concepts of Lean, Six Sigma, and their synergistic relationship. It outlines the critical elements for successful Lean Six Sigma deployment, including executive commitment and financial accountability. Key roles like Master Black Belt, Black Belt and Green Belt are defined. The DMAIC process for process improvement projects is summarized. Guidelines for selecting high-impact projects and avoiding poorly-defined projects are also provided.
Actionable Insights through Innovative Talent Assessment – How Big Data is Ch...TALiNT Partners
What is Big Data? And How Do We Use It in Recruitment?
Combining Big Data and Online Assessments to form Actionable Insights
Case studies from a Global Investment Bank and an International Technology Company
The document provides an overview of the Balanced Scorecard framework. It discusses that the Balanced Scorecard was developed in the 1990s as a performance measurement framework that included financial and non-financial metrics across four perspectives: financial, customer, internal business process, and learning and growth. It outlines the key steps to developing a Balanced Scorecard, including clarifying strategy, defining objectives and metrics, and implementing. An example of a successful implementation at Mobil is also summarized. The document concludes that the Balanced Scorecard can be adapted for use in e-businesses and provides best practices for implementation.
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5. What would you do in George Pake’s position at
Xerox PARC?
(c) 2000 - 2015 SmartOrg, Inc.5
6. A great technology and a compelling customer
need are necessary, but not sufficient to change
the world.
What is missing?
(c) 2000 - 2015 SmartOrg, Inc.6
A compelling and robust economic and
strategic reason to do it (versus
something else).
7. The three basic dimensions of great portfolio
results.
(c) 2000 - 2015 SmartOrg, Inc.7
What
How
Process:
Milestones
Authority
Reviews
Resources:
Assignment
Budgeting
Timelines
Economic:
Prioritization
Evaluation
Strategy
Great portfolio results
Who
Decisions
8. The portfolio process drives two interacting sub-
processes.
(c) 2000 - 2015 SmartOrg, Inc.8
Making a project the best it can be
• Iterative, Ongoing
• Focus on project teams
Selecting the best projects
• Periodic, Comparative
• Focus on executives
Planning
•How to do it?
Goal
•What is our
target?
Evaluation
•What is worth
doing?
Return
Strategy
Risk
Cost
Together these drive a virtuous cycle of increasing returns.
9. Poll: Which area most needs improvement in
your organization?
• What: Economic –
Prioritization, Evaluation,
Strategy
• Who: Resources –
Alignment, Budgeting,
Timing
• How: Process –
Milestones, Authority,
Reviews
(c) 2000 - 2015 SmartOrg, Inc.9
Poll 2
Vote by selecting your
answer in the polling
window on the right
side of your screen.
Remember to click Submit.
Note: only aggregate responses will be displayed.
11. The design challenge is applying these principles in a
way that best fits your company.
(c) 2000 - 2015 SmartOrg, Inc.11
Aligned Decision
Forum
Drive real decision-making and conflict resolution
at all levels.
Value Creation Focus Maximize value created across the organization.
Credible, Comparable
Evaluations
Allow participants to make and accept decisions.
Embrace Uncertainty
and Dynamics
Treat uncertainty explicitly.
Clear Communication
and Learning
Share information, update it and improve results.
Inclusive,
Collaborative Process
All stakeholders participate openly and benefit.
Principles of Strategic Portfolio Management
12. Aren’t we all on the same team?
(c) 2000 - 2015 SmartOrg, Inc.12
Aligned
Decision
Forum
Value
Creation
Focus
Clear
Communication
& Learning
Inclusive,
Collaborative
Process
Principles
of SPM
Credible,
Comparable
Evaluations
Embraces
Uncertainty
and Dynamics
13. Too many projects, not enough resources – what would
you do in this situation?
• A high-tech packaging company built on
tremendous innovation over decades in materials
and design.
• Increasing global competition and erosion of its
advantage.
— Its products were increasingly undifferentiated.
— Margins eroding dramatically.
— R&D and NPD had in recent years failed to produce.
• The portfolio was choked with R&D and NPD
proposals.
— CEO has asked for more innovation
— Largely cost reductions and incremental projects.
— New innovation was crowded out.
— Lots of churn and debate as projects struggled to get resources.
— They had 70+ projects and could only support about 15.
(c) 2000 - 2015 SmartOrg, Inc.13
14. Which approach produces the best result?
• Business cases – CFO created a business case process that gathered
relevant data and put it in financial terms. Modeled after successful
capital investment process.
• Project management – Assign clear project leadership responsibility,
form teams, create plans with clear milestones and deliverables.
Pursue the best plans, hold people accountable.
• Resource allocation – Core issue is that certain resources are
oversubscribed. Create resource managers to assign key resources
based on guidelines and situation specifics.
• Scoring rules – Define essential criteria, such as strategic fit, size of
opportunity, technical difficulty and investment. Assess score for each
project on scale of 1-5 on each dimension. Take weighted average to
get figure of merit.
(c) 2000 - 2015 SmartOrg, Inc.14
15. Typical approaches often fail to resolve the real portfolio
issues
“Business cases strongly favored incremental
projects.”
“Project management methods created more work
on projects we would cancel.”
“Resource allocation efforts abdicated the companies
most important investment decisions to relatively low-
level managers.”
“Weighted scoring rules simply elevated politics to a
new level of sophistication.”
(c) 2000 - 2015 SmartOrg, Inc.15
APPROACHES THAT DID NOT WORK
Too many projects —
how to sort them out?
16. Good evaluation worked.
“When we got clear about value, many
project leaders voluntarily cancelled their
own projects; they realized they could better
direct their efforts to higher-value projects.”
“We reduced our portfolio from 70 to 20
projects, improving the return by more than
100%.”
(c) 2000 - 2015 SmartOrg, Inc.16
Too many projects —
how to sort them out?
17. Line 1
Line 2
Line 3
Line 4
Line 1
Line 2
Line 3
Line 4
Value Creation Focus. Maximize value creation
across the organization.
(c) 2000 - 2015 SmartOrg, Inc.17
People
Structure
Information
Objectives are driven by
personal agendas,
functional perspectives, and
individual biases.
Individuals and groups think
clearly about economic and
strategic issues and creatively
about how to improve value.
Metrics and analysis are not clearly
connected to value creation, or they
are manipulated to advance personal
agendas.
Line 1
Line 2
Line 3
Line 4
Information selected to
support personal
agendas or positions.
Irrelevant information
brought to bear on
decisions.
All the information needed to
inform value creation, both
positive and negative, are
incorporated into a neutral
evaluations
Metrics and analysis inform
understanding of economic outcomes
and drive choices.
Low High
Takethesurveyat:www.smartorg.com/survey
18. Poll: Which Value Creation element most needs
improvement for you?
(c) 2000 - 2015 SmartOrg, Inc.18
Poll 6
• People
• Structure
• Information
Vote by selecting your
answer in the polling
window on the right
side of your screen.
Remember to click Submit.
Note: only aggregate responses will be displayed.
19. About 55% of companies have challenges with
Value Creation Focus.
(c) 2000 - 2015 SmartOrg, Inc.19
Take the survey at: www.smartorg.com/survey
20. Useless process and political battles.
(c) 2000 - 2015 SmartOrg, Inc.20
Aligned
Decision
Forum
Value
Creation
Focus
Credible,
Comparable
Evaluations
Embraces
Uncertainty
and Dynamics
Clear
Communication
& Learning
Inclusive,
Collaborative
Process
Principles
of SPM
21. How do you resolve conflict?
Politics: deal-making in the smoke-filled room
Boss decides: benevolent dictator
Sharing: everyone gets some
Persuasion: argue until everyone agrees
Deny: make nice, maybe it will go away
(c) 2000 - 2015 SmartOrg, Inc.21
22. Poll: How do you resolve conflict?
• Politics: deal-making in
the smoke-filled room
• Boss decides: benevolent
dictator
• Sharing: everyone gets
some
• Persuasion: argue until
everyone agrees
• Deny: make nice, maybe
it will go away
• Other
(c) 2000 - 2015 SmartOrg, Inc.22
Poll 3
Vote by selecting your
answer in the polling
window on the right
side of your screen.
Remember to click Submit.
Note: only aggregate responses will be displayed.
23. Portfolio Management = The discussion of what to do about the gap
between top-down aspiration and bottom-up reality
(c) 2000 - 2015 SmartOrg, Inc.23
Top-Down
• Where do we want to go?
• What do we need to get
there?
Bottom-Up
• What do we have in our
portfolio?
• What should we keep,
modify, shut down?
Portfolio Manager Role
• Set funding priorities
• Allocate resources among
segments
• Balance innovation and
incremental projects
• Meet corporate financial
goals
• Assure a steady stream of
successful new products
25. Line 1
Line 2
Line 3
Line 4
Line 1
Line 2
Line 3
Line 4
Aligned Decision Forum. Drive real decision
making and conflict resolution at all levels.
(c) 2000 - 2015 SmartOrg, Inc.25
People
Structure
Information
Players compete to make
decisions or advance their own
agendas without an effective
forum for joint portfolio decisions.
Players deliberate, resolve
conflict, and take actions
based on cooperative
discussion.
The process is unclear
or most projects are
exceptions to the
process.
Line 1
Line 2
Line 3
Line 4
Decisions are made using
“gut feel” based on
anecdotal information.
Meaningful and relevant
information is summarized at
appropriate level of detail for
decision at hand.
The process brings the right
people together, clarifies top-
down aspirations and bottom-up
reality, and frames decisions
about prioritization and strategy
Low High
Takethesurveyat:www.smartorg.com/survey
26. What do you do when you don’t believe the numbers?
(c) 2000 - 2015 SmartOrg, Inc.26
Aligned
Decision
Forum
Value
Creation
Focus
Clear
Communication
& Learning
Inclusive,
Collaborative
Process
Principles
of SPM
Credible,
Comparable
Evaluations
Embraces
Uncertainty
and Dynamics
27. A major challenge in portfolio management:
(c) 2000 - 2015 SmartOrg, Inc.27
Saying “no” to a good idea…
In order to fund a better one…
How do you make a “no” stick?
• Power
• Persuasion
28. The gold standard of persuasion:
(c) 2000 - 2015 SmartOrg, Inc.28
The political loser comes to the same
conclusion himself.
This sucks for
me but I have to
agree it is the
right priority.
29. The silver standard of persuasion:
(c) 2000 - 2015 SmartOrg, Inc.29
The political loser accepts that the process was
fair and accurate.
This sucks for me
and I think it’s the
wrong choice, but
at least they heard
the full story and
made a tough call.
30. Credible, Comparable Evaluations. Allow participants
to make and accept decisions.
(c) 2000 - 2015 SmartOrg, Inc.30
People
Structure
Information
Line 1
Line 2
Line 3
Line 4
Project evaluations are
internally inconsistent
without underlying mental
models or logic.
Information is selected
to support individual
projects without regard
for consistency across
projects.
Information comes from
knowledgeable sources,
and is shared, vetted,
and understood across
the projects.
Common evaluation
framework follows clear
and comprehensible logic;
common issues are treated
in common ways.
Significant advocacy: the
objective is to “win” by having
requests granted and gaming
the system is tolerated.
Those whose preferred
alternatives are rejected
find the basis for the
decision convincing.
Low High
Takethesurveyat:www.smartorg.com/survey
31. Summary of last three principles
Embrace Uncertainty and Dynamics
• Assumptions are always wrong
• Treat uncertainty explicitly
Inclusive Collaborative Process
• Avoid the great portfolio / budgeting brown-out
• All stakeholders benefit from the process
Clear Communication and Learning
• Do people know what needs to be done next?
• Share, update and improve portfolio information.
(c) 2000 - 2015 SmartOrg, Inc.31
32. The design challenge is applying these principles in a
way that best fits your company.
(c) 2000 - 2015 SmartOrg, Inc.32
Aligned Decision
Forum
Drive real decision-making and conflict resolution
at all levels.
Value Creation Focus Maximize value created across the organization.
Credible, Comparable
Evaluations
Allow participants to make and accept decisions.
Embrace Uncertainty
and Dynamics
Treat uncertainty explicitly.
Clear Communication
and Learning
Share information, update it and improve results.
Inclusive,
Collaborative Process
All stakeholders benefit.
Principles of Strategic Portfolio Management
33. Poll: How important is it for your organization to improve
(or create) its strategic portfolio process along these lines?
• 1 = not important
• 2
• 3
• 4 = important
• 5
• 6
• 7 = very important
(c) 2000 - 2015 SmartOrg, Inc.33
Vote by selecting your
answer in the polling
window on the right
side of your screen.
Remember to click Submit.
Poll 7
Note: only aggregate responses will be displayed.
34. Some companies have well developed portfolio
processes.
(c) 2000 - 2012 SmartOrg, Inc.34
35. Most can implement this typical process.
Confidential and Proprietary
Strategic Portfolio Management (SPM) process
Preparation
• Diagnose
and frame
• Design the
process
• Set
standards
Evaluation
• Model the value
• Incorporate uncertainty
and alternatives
• Develop plans, targets and
information
Calibration
• Compare projects
• Provide peer and
expert review
• Vet assessments
Decision
• Balance the portfolio
• Prioritize investments
• Refine portfolio strategy
Tracking
• Track performance
• Monitor environment
• Refine plans, targets and
information
• Update assessments
36. Making a difference with Strategic Portfolio
Management.
From Xerox PARC to project Runt.
(c) 2000 - 2015 SmartOrg, Inc.36