- You are responsible for the start of or running a complex and long term innovation program or portfolio with clear innovation objectives and targets
- This portfolio exits of more complex innovation projects
- The basics of project management of each separate project is well in place
- Each project works in parallel to deliver the innovation targets
- There are (strong or weak) interrelationships between these projects to manage
- There are different (internal and external) stakeholders to manage
This sounds like one big opportunity. But there are some complications like:
- The Innovation Objectives and targets are defined in only financial terms: Revenue/Profit growth
- The Innovation Strategy doesn’t give directions for prioritizing and decision making processes
- There is not overall logic overview for the portfolio to ensure the overall targets
- There isn’t framework to oversee the impact of the portfolio on the current Business Model
- There isn’t framework to oversee the impact of the portfolio on the technology integration needs
- There isn’t a systematic way to manage the execution of the innovation projects successfully
And you left with the following questions:
- Do I really understand the Innovation Strategy of my company? If not how can I?
- Have I optimized our Innovation Portfolio to set the right priorities and the take the right decisions? If not how can I?
- Am I able to mobilize and manage the execution power in my company? If not how can I?
And you just looking for some insights to get the answers: