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  • About
    • Contributors
    • Guide for contributors
  • Themes
    • Technology strategy
    • Open innovation
    • Roadmapping
    • Managing international R&D
    • Managing the R&D pipeline
    • Ideation and creativity in R&D
  • Tools
  • News
  • Resources
  • Papers
  • Case Studies
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The Pentathlon Framework – Selection & Prioritisation

2 3 4 1 5 3 > Selection &
prioritisation of ideas
A process is required for the selection and prioritisation
of ideas when incomplete information is available
Read More
2 3 4 1 5 Without risk you cannot have
game-changing innovation
The key to successful innovation is to fail fast at the front-end,
where the impact on the business can be managed.
The Pentathlon Framework can be used to describe a structured process
that removes the risk of failure as ideas progress through the 'Innovation Funnel'.
2 3 4 1 5
2 > Ideas Generation
Ideas generation is a response
to problems and challenges.
Read More
2 3 4 1 5 4 > Implementation
of ideas to market
Strong project management skills are needed
to move ideas from conception, through implementation
to market in an environment of high uncertainty.
Read More
2 3 4 1 5 1 > Strategy steers innovation
where it is most needed
An innovation strategy guides and influences ideas
selection and implementation, identifying the business priorities
and ensuring senior management buy-in at an early stage.
The strategy may recommend acquisition, a new supply chain or new skills.
Read More
2 3 4 1 5
5 > People & organisations
An enterprise culture is one that can manage the
tension between taking risks and minimising
failure as products and services near market.
Read More
THE PENTATHLON FRAMEWORK - click to read more 2 > IDEAS 3 > SELECTION 4 > IMPLEMENTATION 1 > STRATEGY 5 > PEOPLE refresh

Portfolio Management techniques

Managers face many challenges when deciding how to allocate resources to develop new ideas : –

  1. Intrinsic value – some projects are worth doing for themselves
  2. Right portfolio – there will be a set of projects that meet the overall needs of the organisation
  3. Retaining good people – some ideas will be rejected but it is important that the people behind them don’t take it personally.

One of our themes is about managing the R&D pipeline and it explores these issues further.

Below is one approach that is gaining interest.

Portfolio Management

Portfolio Management (PM) techniques are systematic ways of looking at a set of projects or activities or even business units, in order to reach an optimum balance between risks and returns, stability and growth, attractions and drawbacks in order to make the best use of usually limited resources.

In many organisations, the uncertainty surrounding individual projects leads them to place considerable emphasis on the development of a portfolio of activities which is aimed to balancing risk and reward in such a way as to reduce the overall uncertainty.

One useful approach to this task is to consider the innovation process from idea to implementation alongside certain variables, such as future cash flow projections and resource requirements.

Joe Tidd and John Bessant explore a number of  techniques specially suited for Portfolio Management at the strategic and operational level.

Read more:

Portfolio Management Tools, Joe Tidd and John Bessant, www.innovation-portal.info (John Wiley and Sons Ltd)

Recommended by Charlotte Stone, post by R&D Today admin

Articles relating to selection & prioritisation

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Sustainable value gives longer term business return because it delivers the triple bottom line of economic, environmental and social value. However, current assessment methods are essentially audits and can only be used when every detail of an innovation are...

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Effective decision-making in R&D - Biofilms

Effective decision-making in R&D: a case study using biofilms

  • By rnd-admin
  • on 25 June, 2020

Deciding which project to progress when the technologies and applications are diverse is a challenge that faces many innovation managers. In this guest blog Mark Richardson, CEO of the National Biofilms Innovation Centre, discusses how he resolved this problem...

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Larry Schwartz

Choosing The Best Metric For Measuring The Effectiveness Of R&D

  • By rnd-admin
  • on 27 May, 2020

Measuring the effectiveness of R&D can be a challenge. Larry Schwartz led an IRI investigation to understand how managers define R&D effectiveness the metrics they use to measure it.

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How to avoid the pitfalls of trying to be an instant R&D expert in every science field

  • By rnd-admin
  • on 27 May, 2020

Quickly assessing a mass of diverse and sometimes misleading information, such as that presented by the COVID-19 crisis is exactly what many R&D managers have to do, writes Steve Bone. Fortunately, there are tools that can help those that...

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Stage-Gate Pipeline

Reviewing the innovation pipeline to detect timely opportunity

  • By rnd-admin
  • on 20 March, 2020

Rapid responders are organizations that are already reviewing the innovation pipeline to detect timely opportunity. In response to new environmental factors and circumstances, they pause briefly and ask this of the projects in their pipeline, “is it time…?”

Read more
R&D Management Conference 2020 Glasgow

R&D Management Conference 2020 – tracks cover latest thinking

  • By rnd-admin
  • on 4 February, 2020

Innovations across the boundaries - is the theme for the 2020 R&D Management Conference and there are 25 tracks to choose from and we have asked the track chairs to give an insight into what fascinates them about the...

Read more
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