OUR FRAMEWORK
Better, faster and informed decisions enable speed and agility
Our SIG framework identifies key drivers and capabilities, most innovative and successful companies use to make better, faster decision to improve the speed to market and their portfolio’s profitability.
SYSTEMATIC INNOVATION GOVERNANCE (SIG) FRAMEWORK
Most companies spend more time and energy on tactics rather than strategy. At Prodex, we focus on Strategic Innovation and the differences between short term “tactical” innovation and more long-term strategic innovation management. Systematic Innovation is not a new methodology but rather the integration of a set of processes which work together to optimise the innovation investments made by any business.
The process of Systematic Innovation integrates the business analysis of markets and opportunities with the long-term strategic agenda for the business. It defines the white space in which to target ideation efforts as well as the governance processes for effective execution of innovation projects.
Process & Project Management | Portfolio Prioritisation & Optimisation | Innovation Planning | Idea & Concept Development
Systematic Innovation Governance
Our framework identifies key drivers and capabilities, most innovative and successful companies use to make better, quicker decisions to enable speed to market and increased agility.
Increase Portfolio
Value by 75-100%
Align and optimize product portfolios with strategic targets
Reduce Time to
Market by 15-30%
Meet product launch dates, secure competitive advantage and improve profit margins
Increase Product/Initiative
Success by up to 50%
Focus on the right projects at the right time to see success rates skyrocket
Reduce Costs by
10-20%
Optimally drive cost takeout initiatives to achieve financial and strategic goals
PROCESS & PROJECT MANAGEMENT
Best-practice companies quickly eliminate losing projects and kill innovation initiatives that don’t score well – earlier is better – resulting in more focus on initiatives that score well, thereby saving costs and reducing resource constraints.
Knowing which innovation projects to fund and which to kill is vital to the success of your innovation initiatives and the future of your business. Best practices for managing innovation processes and projects always ensure that you are continually focused on doing the right projects – those that represent the greatest strategic, revenue and profit value to your company.
Ideas are upgraded to projects and follow a process workflow aligned to meet their project type and level of risk and investment.
Idea Managers
Idea managers review ideas as candidate projects, promoting the best ideas through alternate Stage-Gate workflows based on their project type.
Gated Models
Gated process models can be developed for many different project types. Any business process which is suited to a staged investment can be managed in this way, including:
- Product and Process Development
- New Product / Process Development
- New Product / Process Extension
- Product / Process Change
- Product Deletion
- Technology Platform Development
- Stage-Gate for IT Projects
- CAPEX Processes
- Intellectual Property Management
Portfolio Prioritisation & Optimisation
Strategic Portfolio Planning and Project Portfolio Optimization solution capabilities enable you to identify optimal investment scenarios, ensuring fewer, bigger and better projects in your portfolio, and to align short- and long-term innovation and new product development activities with strategic priorities and financial targets.
The innovation planning process commences with an analysis of the as-is portfolio of projects and ideas. A review of your existing project lists and the collation of a set of project metrics is used to categorise and prioritise the existing portfolio.
Portfolio Balance
Investing in a balanced portfolio that includes both short term profitability and long-term growth requires an innovation portfolio which is balanced across:
- Planning Horizons (H1, H2, H3)
- Risk vs Reward
- Innovation Type
- Markets & Categories
- Strategic Shift
Multiple Planning Lenses
Effective systematic innovation governance requires a review of different innovation types through multiple lenses to determine their value to the business. To build a balanced innovation portfolio, projects must also be assessed on the basis of their strategic value as well as the customer value.
INNOVATION PLANNING
This big-picture, long-term view will help business leaders in your organization stretch their thinking beyond the short-term and focus on those market needs of highest-value for growth opportunities in the future. Regardless of your specific time horizons, the Roadmapping process to develop strategic roadmaps is the proven approach for success.
You can’t just focus on stacking existing projects without considering the strategic planning needed to consider the real business objectives of “where should these projects take us in the long-term?”
The innovation planning process commences with an analysis of the as-is portfolio of projects and ideas. A review of your existing project lists and the collation of a set of project metrics is used to categorise and prioritise the existing portfolio.
Portfolio Balance
Investing in a balanced portfolio that includes both short term profitability and long-term growth requires an innovation portfolio which is balanced across:
- Planning Horizons (H1, H2, H3)
- Risk vs Reward
- Innovation Type
- Markets & Categories
- Strategic Shift
Multiple Planning Lenses
Effective systematic innovation governance requires a review of different innovation types through multiple lenses to determine their value to the business. To build a balanced innovation portfolio, projects must also be assessed on the basis of their strategic value as well as the customer value.
IDEA & CONCEPT DEVELOPMENT
Innovation idea generation presents the challenge of creating bigger and better ideas and concepts – not just more ideas and concepts. Innovation idea generation should focus on adding high-value new ideas at the front of the innovation funnel, and then on developing those ideas into concepts and higher-value products that move through the pipeline and out into the market.
Gap Analysis
The mapping of the existing portfolio of innovation projects and ideas provides not only clarity of “what we are doing” but more importantly highlights the white spaces in which we currently have no offering. This Gap Analysis defines the arenas of opportunity in which we seek to grow.
Targeted Ideation
In response to identified gaps in the innovation plan, targeted ideation campaigns are developed. This strategic alignment between the innovation plan and ideation ensures that creative marketing and technical effort is focused in defined strategic arenas aligned with growth objectives.
Idea Campaigns
Systematic Innovation Governance supports the definition of targeted idea campaigns across different idea types and identifies idea gaps. Campaigns have a fixed duration, closing date and a defined process for input, evaluation and advancement of ideas. Idea managers are assigned for each different idea type and strong communication programmes are established to reward contributors and to encourage continued inputs. Successful ideas are showcased and celebrated.
Idea Analysis
With limited information available at the idea stage, ideas are assessed against the dimensions of:
- Strategic Value
- Customer Value
- Business Value
Two further metrics for the Probability of Commercial Success and the Probability of Technical Success are also introduced to create an overall idea rank score.
