In many cases adding features to cash cow products can be a brilliant strategy. This doesn’t mean that innovation can’t be applied in other quadrants, just that it might not be the smartest thing to do when for instance handling dogs. I distinguish outward and inward innovation, because I believe that experiencing a commercial hypothesis to be proved wrong is at least just as valuable as seeing it proved right. Add to his the amount of question marks turned into stars and you really get a sense of outward successful innovation. When you also consider the amount of ideas not becoming question marks, and turn this into a ratio, you could get some idea on how innovative the company is. The amount of question marks in the portfolio illustrates the amount of newly launched PMC’s on to target markets. doing something relatively new), a star being a PMC in a high growth, high share section (e.g. A question mark being a PMC in a high growth, low share section (e.g. One of the most fun things in my eyes is the amount of question marks turning into stars. You can tell a lot about the company and its business from how a BCG matrix (*) develops over time. When a company fills in a portfolio tool like a Boston Consulting Group (BCG) matrix, it gets a view on its product market combination (PMC) portfolio. Agile and scrum can help you move fast, so how can it accommodate innovation? My motto regarding innovation is: being a first mover is a strategic choice, moving fast isn’t.
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