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Innovation handlar om att fokusera och optimera produktportföljen så att du kan få produkterna på marknaden i rätt tid och till rätt kostnad. Ämnen som vi kommer att utforska i bloggkategorin Produktinnovation sträcker sig från idéhantering till produktlansering och slutanvändning av produkter. Experterna kommer att ge rekommendationer för att ta er innovationsstrategi och leveransprocess till nästa nivå. Du får tips om hur du väljer rätt projekt, prioriterar bra projekt och anpassar dem till strategin. Ta din innovationsstrategi till nästa nivå med information om hur du kan förbättra tiden till marknaden för att maximera resurser, finansiering och tid. Få tips från andra kunder om hur de har förbättrat insynen för att välja rätt projekt och avbryta de dåliga projekten i ett tidigt skede. Du kommer också att få tillgång till banbrytande forskning och nya insikter om hur kapacitetsplanering kan påskynda affärsinnovation och samtidigt minska riskerna.
Note: This is part three in our three-part series on strategy execution: PROVE. The gate closes. The launch ships. The team moves to the next program. That is where the record usually ends. You decided what earned capacity and what did not. You caught the drift before it became a missed date. The product reached...
Note: This is part two in our three-part series on strategy execution: PIVOT. A funding decision is only ever correct on the day you make it. The market, the supplier, the competitor, and the regulator keep moving after that. Your plan? It starts drifting the moment work begins. Most organizations don’t notice that drift until...
Note: This is part one in our three-part series on strategy execution: DECIDE. Ask any product development leader what went wrong on the last program that slipped, and the pattern is familiar enough that it barely needs describing: Read that as an industry condition, and the odds look stacked against you before a program starts....
In complex portfolio environments, strong prioritization decisions are only as effective as the organization’s ability to sustain alignment during execution. Even when initiatives are evaluated rigorously, ranked objectively, and aligned to capacity targets, execution can drift if priorities, plans, dependencies, and risks are not consistently visible across teams and leadership. This blog post concludes the...
Organizations invest significant effort in prioritizing initiatives. Strategic alignment is defined. Financial impact is evaluated. Risk and feasibility are assessed. A ranked portfolio takes shape, reflecting enterprise objectives and leadership intent. However, even well-prioritized portfolios can break down during planning. As funding decisions are made and delivery plans begin to form, gaps emerge. Total investment...
Pharmaceutical organizations are under increasing pressure to make faster, smarter R&D decisions in an environment defined by complexity, uncertainty, and constant change. Making the environment even more vulnerable – and volatile – is the looming “patent cliff” for some of the world's best-selling drugs, which some analysts predict will trigger up to $350 billion in losses by 2032, according to CNBC.
The hardest part of portfolio management isn’t generating ideas — it’s choosing which ones truly deserve investment, and in what order. As demand grows and capacity remains constrained, portfolio leaders face constant pressure to make confident, defensible trade-offs. Yet in many organizations, prioritization still relies heavily on influence, urgency, or fragmented data rather than a...
Portfolio leaders are expected to make confident investment decisions under tight timelines and competing priorities. They are often faced with a growing pipeline of initiatives, each competing for limited capacity and positioned as important. Some proposals are well-defined, grounded in clear outcomes and business context. Many are not. Yet the expectation remains the same: evaluate,...
Imagine it’s portfolio review season. Leaders debate which initiatives to advance, business sponsors push for their projects, delivery leaders warn of capacity constraints, finance scrutinizes ROI, and risk teams highlight compliance. After lengthy discussions, decisions feel negotiated rather than determined. And months later, the debates return. The challenge is rarely a lack of expertise or...
Throughout this five-part series, we’ve watched our fictional cleaning robot manufacturer, Garry’s Robots Ltd., transform their chaotic product development process by implementing a standardized prioritization framework. After establishing a data foundation, creating scoring structures, and securing organization-wide buy-in, they’re ready for the final critical phase: making their new prioritization approach sustainable. Even well-designed frameworks can...
