Optimizing the financial performance of your product portfolio

Optimizing the financial performance of your product portfolio

At the highest level it seems there are four broad areas that impact the $ success of a company's product portfolio: Whether or not products accurately target the "right" customers and/or market segment(s), Whether or not the "right" product is being developed for and delivered to the "right" customer, Whether or not the product is being delivered to the customer at the "right" time, Whether or not the product is delivered at or under budget

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Mapping strategy to execution

Mapping strategy to execution

All to often we see the translation of strategy to execution fail. Tremendous amounts of time and executive effort go into creating and articulating strategy, yet the broad vision and directional guidance that this effort is supposed to generate tends to get "lost in translation" when it is handed down to the operating units to execute. In our work with executive teams we've developed a mapping approach to making this connection.

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Incremental misinterpretation of a corporate vision by the cascading hierarchy

Incremental misinterpretation of a corporate vision by the cascading hierarchy

A major problem in organizations is theincremental misinterpretation of a corporate vision by the cascading hierarchy of executives/managers/supervisors and workers as they attempt to translate a relatively abstract vision and strategy into specific "on-the-ground" tactics for each Function, Department and specific job within the organization. In other words, are the "ground level" tactics an accurate "reflection" of (i.e., are they aligned with) the vision/strategy?

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Who influences your product direction decisions?

Who influences your product direction decisions?

"I know what customers want. I've been in this business for a long time. We are forging a new direction and customers don't know what they want until we define it for them... " How many times have you heard declarations like the comments above. Typically, product direction is driven by two types of power; people in leadership positions and/or people who are the declared subject matter "experts." In fact, these are the two primary influences on decision-making in most organizations.

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Deploying portfolio management using a 4-stage maturity metric

Deploying portfolio management using a 4-stage maturity metric

We've developed a deployment process flow for engaging management teams in effective new product portfolio prioritization using a 4-stage metric. Each stage increases in degrees of sophistication. These levels permit groups to deploy the process at their level of readiness. Typical implementations see different groups in the organization at different stages. Our clients set a target date for all groups to reach Stage 4, they progress at their own speed gaining value at each stage. The framework provides a metric to measure progress.

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