Performance
Lean portfolio management: successfully implementing strategy
Dynamic markets, economic uncertainties and new technologies present companies with major challenges. It is important to act quickly, launch meaningful projects, develop innovative products and achieve maximum benefit with existing resources. This is where lean portfolio management comes into play. It helps companies in the VUCA world to react dynamically to changes - in order to do the right thing at the right time.
Give us a call.
"We help you to introduce lean portfolio management and get everyone involved - the management and the people who implement the strategy."
Download case studies (only available in German):
Introduction of lean portfolio management in a bank
Introduction of lean portfolio management in the IT department of a corporate group
Why lean portfolio management is important now
Traditional portfolio management, which is typically close to the management, often only sets very abstract goals. Details that remain unconsidered in portfolio processes that are isolated from the actual "implementers", or changes in the market environment, often become hurdles in day-to-day operations in the months that follow. Changing this is not so easy in traditional portfolio systems: there is no provision for rolling adjustment to the current factual situation. Plans are made at least one year in advance - in line with the budget year. This is in stark contrast to what the VUCA world demands: Here, decisions must be made quickly, in shorter cycles and, above all, where the information is: With, by and with the people who implement the strategy.
The vision: responsive portfolio management
Modern, lean portfolio management meets these challenges: the portfolio process establishes a reciprocal link between corporate strategy and external changes. Planning is rolling and takes place at regular, shorter intervals. The operational level is involved. Realistic targets are set in shorter planning cycles. The company's strategic goals (time horizon 1-2 years) are implemented at a tactical level (1-3 months) at the operational level (1-4 weeks). The (rolling) targets of the operational level contribute to the (rolling) targets of the strategy. Target achievement is inspected and targets are adjusted.
Operational activities and strategic planning go hand in hand
Lean portfolio management is an important prerequisite on the way to becoming an agile company. After all, it is not enough to have teams work according to agile frameworks without changing the rest of the organization. Operational action and strategic action must go hand in hand in order to be successful in the VUCA world.
CASE STUDY DOWNLOAD
"Introduction of lean portfolio management in a bank"
CASE STUDY DOWNLOAD
"Introduction of lean portfolio management in the IT department of a corporate group"
Agile organization
Becoming an agile organization is a goal for many companies. Linked to this is the desire to become more responsive and to be able to adapt more quickly to changing markets.
SAFe® Lean Portfolio Management (LPM)
In this SAFe Lean Portfolio Management training you will learn how to create a strategic alignment of the organization with Lean Portfolio Management.
Strategy Development with Agility
Use agile techniques to accelerate your strategy development and promote cross-functional thinking.
Your expert for Lean Portfolio management:
Jörg Battenfeld
wibas GmbH
Jörg Battenfeld
Otto Hesse St. 19B
64293 Darmstadt
+49 6151 503349-0
