portfolio planning dos and dont's

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1 Portfolio Planning Dos and Don’ts How to launch a successful product Presented to the Northern California Chapter of PDMA July 22, 2009 by Anthony Reese

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Product portfolios and their design are critical to business success. Find the key portfolio structures and learn how to trim and focus a portfolio. A model for general portfolio structures and persistent management tensions will be presented along with a case study to illustrate the core portfolio planning issues. Presented at a Northern California PDMA chapter meeting July 22, 2009. For more Information please visit http://www.norcalpdma.org/.

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Page 1: Portfolio Planning Dos and Dont's

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Portfolio Planning Dos and Don’tsHow to launch a successful product

Presented to the Northern California Chapter of PDMA

July 22, 2009

by Anthony Reese

Page 2: Portfolio Planning Dos and Dont's

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© Anthony Reese 2009

Portfolio Elements

• Customer Needs

• Organizational Capabilities

• Channel and Market Cadence

• Organizational Capacity

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© Anthony Reese 2009

Customer Needs

• Core problems to solve

• What does the customer want now

• What will the customer want in the future

• The 2-4X factor

• The right mix of exciters or “Wow” features

• Identifying and focusing on the top priorities

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© Anthony Reese 2009

Org. Capabilities

• Strategic Vision

• Brand History

• Organization Structure

• Special Knowledge & Skills

• Core Competencies vs Differentiated Competencies

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© Anthony Reese 2009

Market & Channel Cadence

• Major players

• Number of Channels

• Reset/Planning Windows

• Competitive Presence & Movement

• Breadth of offering

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© Anthony Reese 2009

Org. Capacity

• Development Methodology

• Development Capacity

• Development Cycle-time

• Functional Equivalence (Bottlenecks)

• Technology Development

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© Anthony Reese 2009

Portfolio Elements

Customer Needs

Organizational Capabilities

Channel and Market Cadence

Organizational Capacity

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Build Alignments

Sort problems to solve

Find efficient solutions

Look for the 80/20

Company

Customer

© Anthony Reese 2009

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Synch Pace

Customer and Channel Cycles

Development Cycles

Established Cadence

Capacity Market

© Anthony Reese 2009

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Strike a Balance

Capacity

Market

Company

Customer

© Anthony Reese 2009

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© Anthony Reese 2009

Case Study: Voyager Pro

Customer Needs

Organizational Capabilities

Channel and Market Cadence

Organizational Capacity

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Case Study: Voyager Pro

© Anthony Reese 2009

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© Anthony Reese 2009

Customer Needs

Core problems to solve

What does the customer want now

What will the customer want in the future

The 2-4X factor

The right mix of exciters or “Wow” features

Identifying and focusing on the top priorities

Page 14: Portfolio Planning Dos and Dont's

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© Anthony Reese 2009

Org. Capabilities

Strategic Vision

Brand History

Organization Structure

Special Knowledge & Skills

Core Competencies vs Differentiated Competencies

Page 15: Portfolio Planning Dos and Dont's

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© Anthony Reese 2009

Market & Channel Cadence

Major players

Number of Channels

Reset/Planning Windows

Competitive Presence & Movement

Breadth of offering

Page 16: Portfolio Planning Dos and Dont's

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© Anthony Reese 2009

Org. Capacity

Development Methodology

Development Capacity

Development Cycle-time

Functional Equivalence (Bottlenecks)

Technology Development

Page 17: Portfolio Planning Dos and Dont's

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© Anthony Reese 2009

Strike a Balance

Capacity

Market

Company

Customer

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© Anthony Reese 2009

Case Study: Voyager Pro

Customer Needs

Organizational Capabilities

Channel and Market Cadence

Organizational Capacity

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Questions

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Kano Diagram

PerformanceSatisfaction

Basic

Performance

Exciters

© Anthony Reese 2009

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Success

© Anthony Reese 2009

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Voyager Prowww.plantronics.com/voyagerpro

© Anthony Reese 2009

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© Anthony Reese 2009

Team Decision Making

• Symptoms of poor decision practice are:

Decisions take too long – some are discussed, shelved, discussed again a year later, with no resolution

Meetings end with no clear direction forward – decisions aren’t made and actions not taken

Firefighting dominates useful work – with some fires clearly caused by poor earlier decisions

Projects championed by the strong dominate what is best for the organization

Decisions come unstuck – you decide what to do next, everyone agrees, and then something different happens

Decisions are made without using all of available information and you know it

Risk is ignored or padded over – all decisions are based on uncertain information and thus are risky

www.robustdecisions.com

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© Anthony Reese 2009

Presenter Information

• Anthony Reese : [email protected]