The document introduces the Innovation Portfolio Management Model as an alternative to traditional linear phase-gate models for innovation management. The model aims to address three pain points: aligning innovation with organizational strategy, managing a portfolio of ideas, and executing individual initiatives. It presents a new "value chain" with functions for strategy development, concept development, building an innovation portfolio across sustaining, incremental, breakthrough and disruptive categories, and execution with a feedback loop to ensure alignment. The full report is available on the American Institute for Innovation Excellence website.

1. Beyond Phase-Gate: An Innovation Portfolio Management Model Next Practices in Innovation Management

3. Under this organizational framework, the AIIE limits and dedicates its operations to promoting innovation excellence, for the exclusive and charitable benefit of government agencies, corporate entities and the greater good, through research, development, education and publication within the following focus areas:Innovation Management Best/Next Practices Development Innovation Management Maturity Concepts Innovation Execution Delivery Methodologies Portfolio, Program and Project Execution Models Innovation, Idea and Creativity Concept Education and Training

4. Is Phase-Gate The Right Tool For The Job? Research Question(s): If the leading framework and approach for innovation management, such as phase-gate, requires such prolific modification by its professional user base, is it simply the wrong tool for the job? If the answer to question one is in the affirmative, what are some alternatives to moving beyond these linear, step-by-step process-based approaches for innovation management?

5. Research Approach… Review: Foundational & Historical Assessment Analysis: Challenges With Traditional Phase and Gate-Based Approaches Concept Development: The Innovation Portfolio Management Model Innovation Architecture Implementation Recommendations: Innovation Portfolio Management Model Suggested Implementation Roadmap Commonly Used Innovation Management Process Artifacts

6. The Innovation Portfolio Management Model

7. A New Innovation Management “Value Chain” Needed a way to resolve three of the biggest pain points (and main points of failure) experienced by organizations seeking an innovation management approach: Aligning innovation approach to overall organizational strategy Strategic Alignment Review, selection and management of multiple ideas Portfolio Management Execution of individual initiatives within the portfolio Execution Management

11. Portfolio Management FunctionStrategy and possibility are combined to ensure that the organization works on the right initiatives to maintain a growth focus and starts that work at the right time within identified near-term, mid-term and long-term time horizons.

13. Portfolio Management FunctionThe portfolio-based approach explores risk, places initiatives into categories that align to strategic focus areas, manages resources, sets priorities and conducts time-boxing, sequencing and duration setting functions.

14. The Innovation Portfolio Grid Sustaining Portfolio “Keep The Lights On” (KLO) Activity Maintenance Support Incremental Portfolio Continuous Improvement / Lean Activities Line Extensions Feature Releases New Concept Development – Breakthrough Portfolio Existing market “game changers” New Concept Development – Disruptive Portfolio New / Adjacent market “game changers”

15. The Innovation Portfolio Grid (cont’d) A “Place Your Bets” D B F C E G

17. Project Management FunctionCircular feedback loop between Execution and Portfolio Development, ensures that the individual efforts being managed within portfolio remain aligned to the appropriate overall strategic portfolio focus areas and time horizons.

20. Marketing Function

21. Support FunctionStrategic alignment and transition to organizational marketing functions, sales approaches, delivery mechanisms and established levels of support

22. The Innovation Portfolio Management Model

25. Published Research

26. Spring 2011 Report