Every organization gradually reaches a point where it has too many customer obligations in the form of new products/projects to tackle. It's easy for an organization to focus on projects that sustains its business and lose sight of the future. In some rare situations, the deliberate focus on new, highly risky projects takes away much needed revenue from product revisions and enhancements.
Given this predicament, what are few financial and non-financial techniques your organization uses to weigh breakthrough, platform, derivative, support projects against each other? What are the limitations, challenges you notice in that process?
------------------------------
Bryan Elanko
Director of Strategy Development
------------------------------