Abstract
Company’s competitiveness is closely linked to its ability to adapt its product offering to market and technological changes. A product portfolio’s complexity depends on various factors: type of industry, available resources and competitive strategy. Many companies have a portfolio focused on a core product line—the product around which the original business model was built; however, success and growth often depend on the progressive expansion of the offer and increase in product variety, aiming to capture more and more market segments.
Decisions on the development portfolio is a matter of central importance. It determines the evolution of the value proposition with which the company positions itself in the market and faces competitors.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
- 2.
- 3.
Cooper and Edgett (2010).
- 4.
On the usefulness of structuring complex decision-making processes using mediating assessments, see Kahneman et al. (2019).
- 5.
- 6.
- 7.
See Day (2007)
- 8.
- 9.
An interesting scoring tool based on the dimensions of feasibility and attractiveness has been developed by Mitchell et al. (2014).
- 10.
See Mitchell et al. (2014).
- 11.
A project portfolio plan with a granularity of less than a quarter—e.g. monthly—is only appropriate for development projects with very short lead times (less than a year).
- 12.
- 13.
- 14.
- 15.
Ward and Sobek II (2014).
- 16.
- 17.
References
Christensen, C. M., Kaufman, S. P., & Shih, W. C. (2008). Innovation killers. How financial tools destroy your capacity to do new things. Harvard Business Review, 86(1), 98–105.
Cooper, R. G., & Edgett, S. J. (2010). Developing a product innovation and technology strategy for your business. Research-Technology Management, 53(3), 33–40.
Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2001). Portfolio management for new products. Basic Books.
Day, G. S. (2007). Is it real? Can we win? Is it worth doing? Harvard Business Review, 85(12), 110–120.
Dissel, M. C., Phaal, R., Farrukh, C. J., & Probert, D. R. (2009). Value roadmapping. Research-Technology Management, 52(6), 45–53.
Kahneman, D., Lovallo, D., & Sibonya, O. (2019). A structured approach to strategic decisions. Reducing errors in judgment requires a disciplined process. MIT Sloan Management Review, 67–73. Spring.
Khurana, A., & Rosenthal, S. R. (1997). Integrating the fuzzy front end of new product development. Sloan Management Review, 38(2), 103–120.
Khurana, A., & Rosenthal, S. R. (1998). Towards holistic front ends in new product development. Journal of Product Innovation Management, 15(1), 57–74.
Koen, P., Ajamian, G., Burkart, R., Clamen, A., Davidson, J., D’Amore, R., Elkins, C., Herald, K., Incorvia, M., Johnson, A., Karol, R., Seibert, R., Slavejkov, A., & Wagner, K. (2001). Providing clarity and a common language to the “fuzzy front end”. Research-Technology Management, 44(2), 46–55.
Mitchell, R., Phaal, R., & Athanassopoulou, N. (2014). Scoring methods for prioritizing and selecting innovation projects. In Management of Engineering & Technology (PICMET), IEEE 2014 Portland International Conference.
Moehrle, M. G., Isenmann, R., & Phaal, R. (2013). Technology Roadmapping for strategy and innovation. Charting the route to success. Springer.
Oosterwal, D. (2010). The lean machine: How Harley-Davidson drove top-line growth and profitability with revolutionary lean product development. AMACOM.
Phaal, R., Farrukh, C. J., & Probert, D. R. (2004a). A framework for supporting the management of technological knowledge. International Journal of Technology Management, 27(1), 1–15.
Phaal, R., Farrukh, C. J., & Probert, D. R. (2004b). Technology roadmapping—A planning framework for evolution and revolution. Technological Forecasting and Social Change, 71(1), 5–26.
Terwiesch, C., & Ulrich, K. T. (2009). Innovation tournaments: Creating and selecting exceptional opportunities. Harvard Business Review Press.
Ulrich, K. T., Eppinger, S. D., & Filippini, R. (2012). Progettazione e sviluppo prodotto. McGraw-Hill.
Ulrich, K. T., Eppinger, S. D., & Yang, M. C. (2020). Product design and development (7th ed.). McGraw-Hill.
Ward, A. C., & Sobek, D. K., II. (2014). Lean product and process development. Lean Enterprise Institute.
Wheelwright, S. C., & Clark, K. B. (1992a), Creating project plans to focus product development. Harvard Business Review, March–April, 3–14.
Wheelwright, S. C., & Clark, K. B. (1992b). Competing through development capability in a manufacturing-based organization. Business Horizons, 35(4), 29–43.
Wheelwright, S. C., & Clark, K. B. (1992c). Revolutionizing product development: Quantum leaps in speed, efficiency, and quality. Simon & Schuster.
Wheelwright, S. C., & Sasser, W. E., Jr. (1989). The new product development map. Harvard Business Review, 67(3), 112–125.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2021 Springer Nature Switzerland AG
About this chapter
Cite this chapter
Biazzo, S., Filippini, R. (2021). Managing the Development Portfolio. In: Product Innovation Management. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-75011-4_9
Download citation
DOI: https://doi.org/10.1007/978-3-030-75011-4_9
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-75010-7
Online ISBN: 978-3-030-75011-4
eBook Packages: Business and ManagementBusiness and Management (R0)