Gina Belle (https://twitter.com/gina_a_belle) from the CHÔRA Foundation gave a presentation on Dynamic Portfolio Management for System Transformation in Sitra Lab's (http://sitra.fi/lab) Innovation Portfolio Sensemaking and Management workshop on 27.1.2020 (https://www.sitra.fi/en/events/workshop-innovation-portfolio-sensemaking-and-management/).

1. 1
Dynamic Portfolio Management
for System Transformation
Prepared for
SITRA Workshop: Innovation portfolio
sensemaking and management
Jan 27-28 2020
Prepared by
Gina Belle, Chôra Foundation
gina.belle@chora.foundation
+31 6 2228 1138
chora.foundation

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Change is changing...
To meet this challenge we have designed a dynamic portfolio management capability
based on a principle of open exchanges, diversity, creativity, obliquity, serendipity,
experimentation, and learning.
We need new organisational capabilities and frameworks to support decision-making and
transformational action under conditions of uncertainty and complexity
Volatile
Complex
Uncertain
Ambiguous

3. 3
A System Transformation Framework
PROBLEM SPACE TRANSFORMATION
DYNAMIC PORTFOLIO MGMT
Impact
Development
Purpose
Mission
WHAT transformation do
we want to make happen?
(Make it happen)
HOW might we make it happen?
(Discover new capabilities, resources,
models and pathways)
WHY do we think system
transformation is needed?
(Assumptions and defining factors)
Strategic Renewal
Strategic Risk
Problem Space
Challenge
Transformational
Opportunity

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5. 5
Layering vs Funnelling

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Principles for Dynamic Portfolio Management
Capital Allocation
Investment in the
problem space,
the ‘whole’
portfolio, not the
parts
$$$
✅❌
Portfolio
Composition
Decision making
about what’s ‘in/out’
of the portfolio based
on overall value
dynamics of portfolio
Portfolio Experience
Portfolio relationships as
action learning positions
that help us discover
new capabilities, models,
resources, markets and
insights about emerging
context
👭💡🛠
Portfolio Sensemaking
Generate iterative,
layered strategic
intelligence from the
portfolio to inform
decision making

7. 7
Qualitative
Possibility, judgement,
robust arguments & narratives
Curiosity
Be open to surprise, pursue obliquity
Active Listening
Listen to learn & to generate,
not to evaluate or correct
Reflective questioning
Ask what might be done,
don’t tell what should be done
Transdisciplinary
Working beyond disciplines to find new concepts,
frames and approaches
Participatory & Co-Generative
No one of us is as smart as all of us
System Thinking
Identify structural elements,
observe relationships and dynamics
Action Learning
To have an experience you must be in it
and out of it – it is a riff
Simple
Make things simple :)
A new approach and way of working

8. Portfolio Design

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Problem Space
Defining
Factor 1
Defining
Factor 3
Defining
Factor 3
Problem Spaces: Portfolio Design Co-ordinates
Relevant
Connected to the intent, mission,
objective
Meaningful
Communicates significant aspects of
the problem (as we understand it
today)
Useful
Provides design coordinates for the
portfolio (where do we start)
Simple
Easy to understand and share

10. 10
Artificial Intelligence Climate Change

11. 11
Strategic Risk
Accountable
Institutions
Effective
Service
Delivery
Engaged
Civil Society
REPRESENTATION/
PARTICIPATION
INCLUSION
IMPLEMENTATION
Election Project
Access to Justice Project

12. Designing Options

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Option Design Workshop

14. 14
Option Design Process

15. 15
Artificial intelligence portfolio - learning positions
Goi where A.I enabled
MSPs & value
ecosystems are emerging
Go where A.I. is
representing future value
and costs options to inform
decisions
Go where A.I. is matching
needs and capabilities
through real-time info
sharing
Go where A.I. is creating
meaningful information
transparency to create
functional trust
Go where A.I. is making
collaborative decisions
with humans to increase
individual quality of life and
social wellbeing

16. 16
Option Design Principles

17. 17
Option Typology

18. Portfolio Composition

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20. 20
Portfolio Composition Process

21. Taking Stock of the portfolio

22. 22
Collective Evaluation of new Strategic Options

23. 23
Ranking and Decision Making

24. Portfolio Experience

25. 25
Option Experience Management

26. 26
Option Project Management

27. 27
Capturing Activities & Insights

28. Portfolio Sensemaking and
Intelligence

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30. 30

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Layered Portfolio Sensemaking

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• Developed for the UNDP to help the agency and its
government partners tackle complex development
challenges.
• Designed to be transferable across regions and
offices while creating unique outcomes.
• Creates a new shared language and practice around
portfolio management, sensemaking and intelligence
• Centred around a simple and effective process of
Sensemaking that generates actionable Intelligence
to enhance and accelerate development impact and
effects.
UNDP Portfolio Sensemaking & Accelerating Protocol

34. 34
UNDP Sensemaking and Accelerating Protocol

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Layering Insights

36. 36
Generating Intelligence

37. 37

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Intelligence Process
INTENT > INSIGHTS > CLAIMS > RECOMMENDATIONS > ACTION > IMPACT

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Kiitos :)