Unlike Horizon Planning where projects are prioritized based on "level of innovation" and "time to ROI", Visibility Planning is based on evidence. In other words, we estimate the likelihood of achieving desired outcomes and when, based on market data and insights. We measure progress toward desired outcomes, which determines the time horizon.
What if your portfolio planning included visibility? With Moves The Needle's Prioritization Tool you can identify ideas that require exploration as well projects that should be funded because they are high impact with high evidence of success.
The current model of horizon planning has diverged from its original thesis. Instead of focusing on growth or new revenues, it has been molded into three time horizons based on "level of innovation." The fundamental problems with this model is two-fold. First, true innovation is unpredictable, so you can't lay it out on a time horizon. Second, growth can come from numerous places, not just "innovation". Where is not determined by the tine horizon or the model itself. Companies that prioritize their projects based on the incorrect assumption of "time to ROI" clearly means an inefficient allocation of resources.
Usually, we're focused on helping you create innovation from within, yet M&A’s play an integral role in a well-rounded innovation strategy.
In today’s podcast episode we’re excited to switch things up and focus on lessons learned during mergers & acquisitions.
Simply because the ROI of an innovation project isn’t seen this quarter and spot on projections are impossible, that doesn’t mean it’s not crucial for the health of an organization. A better question to ask is: How can we measure the return for an idea that does not yet exist? Most large organizations don’t ask this question. It requires thinking beyond the quarterly profit cycle. As a result, many are caught in a catch 22.
Join Aaron Eden on the Shift Podcast as he interviews Noel Sobelman to dive into portfolio management, interdependent systems, and transformation. Noel shares what you can do right now to improve product portfolios and create a balance of near-term and long-term investment in new sources of growth.
