Strategic Portfolio Management
Our approach to optimising our clients’ business investments and R&D projects has delivered some amazing results.
"Working with Catalyze and their decision analysis techniques over the years has helped 3M manage the complex challenge of prioritising and balancing our strategic plan across a great diversity of businesses."
EVP Medical Division, 3M
Our process helps organisations underline their ‘strategic intent’, tap into the wider organisations' ability to create innovative options and then uses a world-class prioritisation process to select the combination of options that adds the most value. This added value will be a mixture of financial and non-financial benefits (quantitative as well as qualitative). The ability to measure these important and highly valuable non-financial benefits is one of the things that sets our process apart.
Planning in this way helps bring an organisation’s strategic intent into focus, as all options are deliberately and systematically measured against it. Best of all, because our process is robust, inclusive and transparent, it helps to achieve far greater levels of alignment and commitment to deliver.
It has been highly effective in large organisations where it can help remove the ‘silo mentality’, providing a common currency for discussions around value.
Organisations that have gained the most value from our process have achieved this by embedding it as part of their annual planning cycle. Over time new exciting and valuable strategies come forward that challenge the status quo, ignite change and significantly contribute to growth.
In a recent project we helped a client organisation identify additional benefits from their existing resources valued at £1bn!
Of course not all our clients are large enough to make this level of improvement possible but it does indicate the possibility, if not the promise, of achieving greater returns from existing resources.
"...strategy is crafted, step by step, as managers at all levels of a company – be it a small firm or a large multinational – commit resources to policies, programs, people and facilities. Because this is true, senior management might consider focusing less attention on thinking through the company’s formal strategy and more attention on the processes by which the company allocates resources.”