JPIM Article | May 7, 2022

Strategic and Cultural Contexts of Real Options Reasoning in Innovation Portfolios
Carsten Kaufmann, Alexander Kock, and Hans Georg Gemünden

Decision makers find creating an innovation portfolio challenging, because more innovative projects are associated with a higher degree of uncertainty. In this study... [Read more]

Video | February 16, 2022

Portfolio Simulation
David Matheson

SmartOrg’s CEO David Matheson gave a lecture on portfolio management at Stanford University. In this lecture, he covers key principles of portfolio management, prioritizing your portfolio, framing, and better decision-making, as well as his signature portfolio simulation. [Read more]

JPIM Article | March 10, 2021

Sustaining Complement Quality for Digital Product Platforms
Susan Hilbolling, Hans Berends, Fleur Deken and Philipp Tuertscher

Innovation in a digital world increasingly revolves around open platforms that consist of a core technology and a large variety of complementary products developed... [Read more]

podcast | January 18, 2021

TEI 311: Portfolio Management and the PDMA Body of Knowledge for Innovators and Product Managers
Chad McAllister

This is the next episode in the series on a product management body of knowledge I’m doing every-other-week. We are exploring the Product Development and Management Association’s (PDMA) guide to the... [Read more]

viewpoint blog | December 2, 2020

Prioritize Portfolio Projects According to Business Strategy
Richard Lefrandt

For successful business, sustainable growth strategy requires focusing and executing on the right stabilizing proportional product portfolio mix. Prioritizing the portfolio projects according to business strategy ensures proper alignment with company goals... [Read more]

PDMA Webcast | June 19, 2020

Essential Insight for Product Professionals
Scott Propp

The events that have taken place in 2020 have not only taken a toll on individuals, but also on businesses, projects and products regardless of size. No matter what type of disruption businesses are facing, whether in the environment, market, or within the enterprise, most strategies and... [Read more]

kHUB Article | December 11, 2019

Achieving Quality and Speed ... With Three Easy Hacks
Lauren Lackey

In my 31 years of product development, I have seen the struggle when developers are asked to trade off quality for speed, only to have issues in the back end of execution.  Product developers are faced with many decisions on what to develop and how to deliver the... [Read more]

JPIM Article | October 28, 2019

Toward a Contingent Model of Mirroring Between Product and Organization
Ezekiel Leo

Much of the contemporary modularity literature subscribes to the idea that increased product modularity is associated with advantageous increase in organizational modularity. Known as the “mirroring hypothesis,” this proposed relationship states that the... [Read more]

PDMA Webcast | March 21, 2019

Portfolio Mixology! How to Manage Successful Portfolios
Mark Bouchea and Corey Fiedler

Whether your product portfolio is small or large, balancing multiple products at different points in their product lifecycle in order to create the optimal mix can be challenging.  In this session, two senior product leaders will share their approach to product... [Read more]

PDMA Webcast | August 3, 2016

5 Key Lessons for Successful Portfolio Optimization
Stephen Wilson

Getting to the right portfolio is critical for growth and cost management. Reshaping your portfolio to one that will inspire customers, make money for the business and spur further growth is crucial. In this session, Stephen Wilson, managing partner and... [Read more]

kHUB Article | 2016

Up To 80% Of Your Products Are Losing Money
Scott Stallbaum and Andrew Ly

Customers expect more products, in more varieties, faster than ever before. As a result, organizations have responded by developing new products and services, entering new geographies and investing in new technologies. The result is often a... [Read more]

kHUB Article | 2016

Integrated Product Portfolio and Project Management
The Oliver Wight

New Product Portfolio and Project Management can be one of the most challenging components to implement in the Integrated Business Planning (IBP) process model. On the surface, the concepts are fairly straightforward and integrated with a company’s strategic... [Read more]

PDMA Webcast | November 15, 2012

Driving Innovation in Your Portfolio
David Matheson

This Webcast will be a review of the highlights and profound findings in the all-day Lab held at the PDMA PIM 2012 Conference in Orlando, Florida on Monday, October 22nd, 2012... [Read more]

kHUB Article | 2012

Powering Next Gen Innovation
Maureen Carlson

The pace of industry is quickening: New technologies and breakthroughs are begetting innovations at a rapid clip. Is a chain reaction about to usher in a new era of technology synchronization, efficiency and communication?  [Read more]

kHUB Article | 2012

A Fresh Look at R&D Decisions
Jason LeBoeuf and Marc Drucker

The R&D Manager’s Dilemma Consider this: You are the research and development (R&D) manager tasked with making the business-critical decision of which new product development programs your organization will pursue. The mix of new programs includes an... [Read more]

kHUB Article | 2012

Aligning Product Portfolios with Strategic Plans
Iain King

It is generally recognized that one key to maximizing the return on investment (ROI) from product innovation is to ensure that portfolio decisions are driven by business and product strategy. However, many... [Read more]

khub article | 2012

So What Did LEGO Do, Anyway?
PDMA Visions Magazine Staff

In the last edition of Visions, our LEGO hero was perched precariously on the edge of business collapse. The LEGO group, facing severe economic hardship, had turned to innovation to save the organization.... [Read more]

PDMA Webcast | May 20, 2010

Principles of Strategic Portfolio Management
David Matheson

It is challenging to make strategic decisions about your portfolio such as prioritizing projects, culling out those unlikely to pay off, focusing resources, and determining investment levels. Organizations face with significant uncertainty, conflicting objectives and... [Read more]