Viewpoints about 'Portfolio Prioritization'

Complexity Reduction Part 3: SKU Portfolio Optimization & Brand Strategy

June 6th, 2011 | by Mick Broekhof and Scott Gamble

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

March 8th, 2011 | by Mick Broekhof and Subu Wuppalapati

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

January 13th, 2011 | by Mick Broekhof

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

You May Need a Stranger on Your Portfolio Review Committee

August 17th, 2010 | by Adam Elboim

Formal innovation portfolio review processes often fail because of the human, subjective aspect of the process. In response, many leading companies are bringing in knowledgeable outsiders to help guide their innovation portfolio investment decisions. This is a sensitive area so there are a handful of leading practices that should be considered when including an outsider in the review process. Read More

Topics: Perspective, Portfolio Committee, Portfolio Investment, Portfolio Management, Portfolio Prioritization, Portfolio Rationalization, Portfolio Review, Product Development, Third Party

Bowl Championship Series Rankings & New Product Development Scoring Systems

A computer does not adequately account for heart and character

February 16th, 2010 | by Bill Poston

So my Longhorns lost the Bowl Championship Series (BCS) National Championship game to a team named after an algae bloom. Not that I am bitter, but I believe that Sandra Bullock deserves to win Best Actress for pretending to be all hot and bothered when meeting Nick Saban in The Blind Side. I don’t like that guy and neither does she. Read More

Topics: Bill Poston, Innovation, New Product Development, NPD, Perspective, Pipeline Management, Portfolio Management, Portfolio Prioritization, Portfolio Rationalization, PPM, Project Selection, Scoring Systems