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Viewpoints about 'Portfolio Complexity'
Product Portfolio Management Visibility: How Sweet It Is!
How does a company take chocolate, and make it better? In this video from PIPELINE 2012, Mona Maher, VP of Marketing at Ghirardelli discusses how increased portfolio visibility helped Mona and the Ghirardelli executive team take chocolate to new heights. Read More
Topics: Nova, Nova for PPM, Nova Model, Nova PPM Model, NPD, Pamela Soin, Portfolio & Pipeline Management, Portfolio Complexity, Portfolio Management Consulting, Portfolio Management; Ghirardelli, Portfolio Optimization, Video
#PDPMchat Transcript - June 20, 2012
On June 20, 2012 Kalypso hosted another exciting #PDPMchat which connects users and experts interested in chatting about portfolio management in 140 characters or less. The June #PDPMchat twitter chat focused on identifying the best metrics to evaluate projects during portfolio management reviews. Read More
Topics: Characters with Character, Innovation, Portfolio & Pipeline Management, Portfolio Complexity, Portfolio Management, Portfolio Review, PPM, Product Innovation
Complexity Reduction Part 3: SKU Portfolio Optimization & Brand Strategy
For most companies, complexity or SKU reduction initiatives still start and stop with transactional data, focusing on turnover, profit, and volume by customer and channel. For a more balanced outcome, consumer product companies should create a holistic view of complexity reduction that includes brand demand view and complexity rating. Read More
Topics: Brand Demand, Brand Strategies, Brand Strategy, Complexity Management, Complexity Reduction, Portfolio Complexity, Portfolio Management, Portfolio Optimization, Portfolio Prioritization, Portfolio Rationalization, Reduce Complexity, SKU, SKU Optimization, SKU Portfolio Optimization, SKU Rationalization, SKU Reduction
Complexity Reduction Part 2: The CFO’s Imperative to Drive Growth
A previous viewpoint, Complexity Reduction Part 1: Governance Sets the Foundation for Success, discussed two critical elements for laying the groundwork for a complexity reduction initiative - sustaining the involvement of the C‐suite and establishing a process owner. This second viewpoint of the series focuses on the specific role of the CFO in complexity reduction: expectations, key success factors, and types of savings. Read More
Topics: CFO, Complexity Management, Complexity Reduction, Cost Reduction, Governance, Perspective, Portfolio Complexity, Portfolio Management, Portfolio Prioritization, Portfolio Rationalization, Portfolio Review, Process Owner, SKU Rationalization, Strategic Governance
Complexity Reduction Part 1
Governance Sets the Foundation for Success
For a tree to grow tall and strong, regular pruning is required. Removing broken, diseased or damaged limbs encourages faster growth. The same applies to businesses. Some of the smartest CEOs realize that to grow their company they must periodically prune their product portfolio. Read More
Topics: Complexity Management, Complexity Reduction, Governance, Perspective, Portfolio Complexity, Portfolio Management, Portfolio Prioritization, Portfolio Rationalization, Portfolio Review, Process Owner, SKU Rationalization, Strategic Governance
Pipeline & Portfolio Management
Portfolio and Pipeline Management (P&PM) aligns business strategy with new product development (NPD) investments. Read More
Topics: Bill Poston, Brochure, CA Clarity, Pamela Soin, Pipeline and Portfolio Management, Pipeline Management, Planisware, Planview, Portfolio Committee, Portfolio Complexity, Portfolio Investment, Portfolio Management, Portfolio Prioritization, Portfolio Rationalization, Portfolio Review, Portfolio Scoring Systems, PPM, PPM Software, PPM Solutions, PPM Systems, Sopheon