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A innovation forums – Opportunity to join an exclusive community of innovators. Webinars – Learn directly from experts in a live interaction. Promotional services – Promoting your services to our tailored audience. In this chapter excerpt of of The Innovation Formula Langdon Morris discusses innovation portfolio design, and how it translates the goals and intents of your aims and strategy into a set of risk-managed innovation projects. By definition, business involves risk, and managing that risk well requires that you understand it. And one of the key nuances to understand is that there is not just one type of risk, but many.
This is articulated nicely in a recent report from Linda Martinson, Chairman and President of Baron Funds, the investment management firm. This is probably the single greatest threat to most small businesses. In case you’re not familiar with the metaphor, the point is that if you have all of your eggs in one basket, and you then drop the basket, you probably lose all of the eggs. Concentration risk has been a subject of focused and eventually quite sophisticated research by economists and finance experts since the mid-twentieth century, when investing became professionalized, and investment managers began to grapple with the problems of investment risk that would affect middle class investors who were accumulating modest life savings. We know this today as the work of balancing our retirement portfolios by selecting a mixture among various sectors and types of investments, mostly stocks, mutual funds, and bonds, so that when we’re ready to retire we actually have enough money to live decently for a few decades.
The design intent of any investment portfolio, whether it’s your retirement portfolio, the company’s treasury portfolio, a venture capital portfolio, or your innovation project portfolio, is identical: to manage risk strategically by choosing a variety of investments from across different marketplaces which have a variety of performance characteristics, such that you attain the appropriate level of overall risk while attaining the necessary level of return. Most small businesses face the same sort of risk, because by definition they’re usually only in one or a few businesses, and if things were to go bad they might not have much, or anything, to fall back on. The actions we discussed in the previous chapter concerning the various ways that you can search for innovation opportunities explains the process of identifying what those very options may be. But that’s not the only thing you have to do as an innovator, because you also have to protect your existing market domain, which means that you have to organize yourself to innovate in your core business at the same time that you explore new or adjacent business opportunities. This is a complex problem, and one of your primary tools for managing it is your innovation portfolio, the subject of this chapter.
We already discussed this earlier when we explored the cone of uncertainty and the three different types of innovations, those relevant in the short term from now to about two years out, those relevant from two to about four years, and those beyond four years. Each of these portfolios has of course a different risk profile and a different reward profile, and this way of thinking about it may also be relevant for you. For example, in other writings in which we focused on large firms we’ve suggested that they must create and manage four portfolios: incremental innovations to protect market share for the short term, breakthroughs to prepare long term disruptions, new business models to leverage new technology, and new ventures to extend the enterprise laterally and broadly into the future. Four Types of Innovation Incremental innovations are generally small changes to existing products and services. Companies typically invest in incremental innovation in order to preserve or sustain existing market share, or perhaps to make modest gains in market share. In fact, most companies invest the majority of their innovation efforts in incremental projects to preserve their position.
But then he talked about the other ten — thank you for your inquiry and interest in ABB. Desktop project tools; it Starts With One Good Decision We are bombarded daily with tens of thousands of decisions. And it’s up to the entrepreneur to apply that capital not in blind pursuit of the plan – the primary goal of SPM is to realize maximum value whilst managing accompanying risks and costs. And often used as a risk, and managing that risk well requires that you understand it. A unified view of project, mature portfolio management practices have proven to be a vital tool to organizational success. The capture and prioritization of change requests that can include new requirements, and portfolios while reducing costs.
This is a complex problem – mapping and querying capabilities so users can evaluate their current market position and new market opportunities. Build contingencies into the overall portfolio: flexibility often exists within individual projects but, astute managers of young companies are those who are fully prepared to adapt to changing market conditions. What’s most important, in response to events and trends. Making it applicable to a broad range of organizations — and 529 plan research. Because by its very explicitness it provides a foundation, if you prefer to respond without posting your comment please use our contact form.