Portfolio process optimization

The four clusters depict four different kinds of practiced portfolio management. Their respective profiles are defined by different average maturity levels and marked weaknesses. Management, governance, and social aspects are amongst everyone’s top single disciplines. If a cluster is bad, it is the worst in the systems discipline, followed by resource management. Relining the method of portfolio management with infrastructure seems to lag behind the other disciplines everywhere. The preference for communicative use of the method, discovered further above, is also described here. While the factor analysis shows that process and social aspects are the strongest drivers towards total maturity, the clusters show individual weaknesses in infrastructure on levels of different height. An improvement can only be achieved by proceeding interdisciplinary, by developing organizational measures (management, governance, social aspects) together with the supporting methods (process, systems, resources).

The results of the study at hand show that proper creating of an approach to a solution for further development of portfolio management should not occur one-dimensionally in the innovation process. The identification of separately existing groups of factors – management / process & IT / governance & social aspects / resource management – shows that while the different disciplines can be evaluated individually, they should then be optimized together. Each company’s individual maturity in each discipline is to be taken into account along with its own profile in terms of cluster affiliation and position in the R&D Portfolio Excellence Quadrant.

An iterative, encompassing procedure that connects IT and process design with change management and lifts the respective company level by level is therefore decisive as an approach to change.

As essential even just an improvement of infrastructure might be, the system will neither be desired nor used without a parallel shift in management and employee consciousness. If this shift occurs, however, productive discussion and a strong desire for infrastructure will develop and have to be satisfied to avoid frustration. Rapid prototyping offers itself as a practical way of doing things, as it enables all participants to understand possibilities step-by-step what is possible and that it is possible during a series of methods and changes workshops, which generate technical and cultural aptitude. Starting from the discovered clusters and quadrants, each company can now classify itself, and based on this self-awareness plan and realize a conscious development in manageable steps.

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The long-term success of an industrial company is largely dependent on the life cycle of its products and the innovative capacities to further develop these products.

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