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When we engage with a client, our primary objective is to ensure that they are investing in the right projects: Those in closest alignment with their strategic goals. Without proper attention paid to project execution, however, you'll never unlock the potential of your chosen projects.
The September-October 2013 issue of Research Technology Management Journal includes a case study on portfolio management written by our own Dan Smith and yours truly: From Budget-Based to Strategy-Based Portfolio Management: A Six-Year Case Study.
The starting point for most conversations about a candidate drug's sales potential is a chart of drug sales by segment and time—month/quarter/year, depending on the planning horizon.
There's a nice blog post by statistician Jeff Leek on how more and more non-statisticians are finding themselves in roles that involve data analysis and visualization.
Here is an uncomfortable reality in all but the smallest firms during their R&D portfolio management processes: Between the staff running each R&D initiative and the executives making project and portfolio decisions, there’s usually a division.
What is an R&D-driven company with $10-50 billion of cash in the bank to do? In the last twelve months, Merck, Pfizer, HP, AstraZeneca, and Bristol-Myers Squibb have announced stock buybacks totaling over $25 billion, and layoffs of over 30,000 employees.
As we have said before, every forecast you'll ever build is wrong. The truth may be out there, but due to a lack of perfect information about the future, you won't be able to reveal it before your project review meeting.
Humans have always been and will always be storytellers. From the fireside tales of bygone millennia to today's TV dramas and movies, the power of the narrative holds us in rapt attention as it both entertains and makes sense of the world around us.
A product manager and an analyst are discussing the revenue forecast for a product in development. Poring over the financials, the manager asks: Have you considered how SUPR-3 will impact sales of our other SUPR products? The analyst replies confidently: Yes! Right here you can...
Will the real efficient frontier please stand up? Each year, we attend many conferences focused on the themes of new product development, innovation, and portfolio management. One of my biggest pet peeves at these conferences arises when speakers discussing project prioritization present a scatter chart with individual projects cumulatively plotted in descending order of bang-for-the-buck...
