Portfolio Management TUDelft
Transcript of Portfolio Management TUDelft
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Creating value
through dialoguesCorporate INCUB
ABN A
Divya S ChInnovation Ma
Project Por
Manage
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theDialoguesIncubator
Corporate Incubator
of ABN AMRO
where brilliant ideasturn into ventures
projects, partnerships
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The needto
innovate
Changing roles, clients,
relationsBlurred industry
boundaries
Increasing competition
and deregulation
Impact of new
technologies
Shrinking margins
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entrepreneurshipwithin large companies
attain strategic andfinancialgoals
fostering inner
innovative mindsetreducing fear of failure
adapting to openinnovation standards
Corporate
Incubators
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By leveraging ABN AMRO
intellectual
capital
markets
profit sourcessocial roles
working styles
Our goal:
To createnew
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Sources ofintellectual
capital
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3. Re-inventingour business
Radical
Incremental
Existing business
2. Making new andbetter things
New business
1. Makingthings better
4.
Businessasunusual
Outside
CreativEntrepr
PartnerOur workingstyle
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Concept
QuickScan
Business
Case
Pre-launc
h
Launch
Operationalise
Create
OurStageGate
project
funnel
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IDexpressRemittancesPensionsSmartjobs
Dialogues
Technologyand
crowdfunding
Achieving morewith less
Some of ourcurrent
projects
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theDialoguesventures
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failure:its anoption
without trying, experimenting,and possibly failing, there cannot
really be innovation
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Why do we need to doPortfolio Management?
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Goals ofproject
PortfolioManagement
Strategic
AlignmentBenefits
RealizationProject
PrioritizationRolling planningof resourcesand Dashboard
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Overlapping stagesPet projectsLarge number of projects per stag
Struggle for resourcesIneffective decision makingLack of transparency andcommunication
ProjectPortfolio
Pain points
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Excel sheets are not dynamicNone of the tools focus on corporatincubators specifically
Most tools employ NPV, IRR or finamethods. These methods are not thbest measures for innovationHigh cost and effort required inimplementing
Changing landscape for corporateincubators (escpecially financialservices)
Whyportfolio
management tooling?
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Aligning with the strategy ofparent organizationIncorporating internal risk and
rewardsInvestment objectiveValue maximizationSome references
StrategicAlignment
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Market attrativenessStrategic fitFinancial benifits
Level of innovationTime to market,Expected financial retu
overlap with other proje
Projectprioritizatio
n
This scoring results in anestimation of priority ranking of thprojects in the portfolio.
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Resource allocated vs actuals
Financial Resources, Humanresources, Other costs
ProjectTracking
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Does the business realize the truebenefits from those investmentsand how close the actual benefits
are to the original objectives of theinvestments ???
BenefitsRealization
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Some morefood for
thought !!
Challenge 1: Need to align stage gawith financial reporting ?
Challenge 2: PROJECTCLASSIFICATION:What should be in your portfolio(scope)? Should we distinguish
between innovation and other proje
Challenge 3: RISK vs. REWARDSDiagrams
What kind of views are needed toadequately manage the innovation
ortfolio? (for instance, risk view)
esentation by: Dimitris Kritsilis
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Thank you
General infowww.dialoguesincubator
Internshipsvacature@dialoguesincu
Ideas and [email protected]
Info dialogues housewww.dialogueshouse.nl
You have a good ideaand the drive to realize it?
Contact theIncubator!
mailto:[email protected]:[email protected]:[email protected]:[email protected]