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Strategy & Change

Portfolio Management Roundtable 36 3

Portfolio Management: Opportunities, Challenges, and Future Perspectives

Round Table - Highberg Talks

Join us for the second edition of Highberg's Portfolio Management roundtable. After the success of the first edition just before summer, attendees expressed the desire to make this a recurring event. We have set a new date on the 25th of November. Save the date to connect with fellow Portfolio Managers from various sectors to share insights, challenges, successes and failures. In an informal setting, we create the space for open, valuable peer to peer discussions. Will we see you there?

Round table

Portfolio Management Roundtable 36 2

<ul><li>Managing the demand flow and effective prioritization.</li><li>Managing capacity and enabling realistic planning. </li><li>Building buy-in for portfolio decisions and managing stakeholder dynamics. </li><li>Measuring portfolio success and value delivery. </li><li>Ensuring continuous alignment between strategy and execution. </li></ul>
*Topics will be tailored to the interest and needs of the participants.

The event will take place on Tuesday November 25th 16:30-20:00 (incl. dinner) at Maliebaan 50, 3581 CS Utrecht.

Marit Mulder

Marit is a Senior Consultant at Highberg, specializing in organizational change, continuous improvement, strategy development, and effective decision-making.

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Business Agility

Stop looking in the rearview mirror. A plea for actionable metrics

A plea for actionable metrics

Portfolio Performance Measurement #2: Stop looking in the rearview mirror. A plea for actionable metrics

There is nothing wrong with looking in the rearview mirror. It is necessary. The obvious nuance is it should not be the only thing you do as you drive your car down a busy road. Two insights broaden the view of <a href="https://highberg.com/insights/are-project-metrics-dead-a-quick-guide-to-lean-portfolio-measurement" target="_blank" rel="noreferrer noopener">metrics</a>. Continuing the car analogy: it is not just the roads, or the other cars around, but also the speedometer plus a mindful eye on any blinking red lights trying to warn you of a future car failure. These first two insights can lead to a more holistic understanding of portfolio performance. 
With such a wide set of metrics to choose from comes the next challenge: what should we focus on? How to use them to effect?

Koen Harbers

Netherlands

Portfolio Performance Measurement Continued: A Plea for Actionable Metrics

Organizational

Innovation Management

Guiding organizational growth and innovation with proven portfolio techniques

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Do you prioritize ongoing innovation initiatives to ensure a focus on the chosen strategy? Is your organization working on innovations that actually have the highest priority? Strong portfolio management helps you make sure this is the case.

Bronte Verhoeven

Build your own CIA

Portfolio Performance Measurement #3

Portfolio Performance Measurement #3: Build your own CIA

Many business school classrooms echo with lectures on the value of precise, analytic approaches to management. Yet when we look at what is happening all around us, there is a big gap between what we are taught and what we do in our own organizations. 
Measuring the value we are delivering, and how we are delivering it, is not always obvious to leadership teams. A reason can be found in the varying opinions on measurement effectiveness in the first place. Some organizations are doing just fine without too much measurement. To others, these systems might seem more like a luxury than a necessity given their day-to-day worries. It is not seen as critical for survival, yet.

Agility and Stability Go Hand in Hand

Agile Portfolio Management:

Agile Portfolio Management in the Public Domain: Agility and Stability Go Hand in Hand

In 2025, the Dutch government faces an ever-increasing challenge: maintaining stability and course between technological innovations, social expectations and the implementation of laws and regulations. Citizens and society demand reliable services and consistent policy, while speed and agility have become indispensable to respond effectively to technological innovations and social expectations. However, many government organizations are still bound to traditional structures that hinder agility and innovation. This contradiction makes it difficult to act decisively and with a focus on the future.

Agile Portfolio Management in the (Dutch) Public Domain

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Government and Public Sector

Positive impact when implementing Lean/Agile portfolio management made clear

implementing Lean/Agile portfolio management

Implementatie Lean Agile portfoliomanagement

Many organizations have ambitious IT plans. Therefore, the desire is to roll out Agile more broadly. Rightly so, because with Agile, realizing ambitious IT plans becomes more achievable. At the same time, the transformation to Agile is a major challenge that can only succeed with sufficient support. Many organizations struggle with the question: how do I communicate in an approachable, concrete and fun way why Agile also further professionalizes our way of working outside of IT and teams?  
Highberg worked with the Education Executive Agency (Dienst Uitvoering Onderwijs, hereafter: DUO) to solve this question.

Ron Mostert

Digital

Government and Private Sector

Utrecht

<title>Highberg's Portfolio Management roundtable- second edition | Highberg</title>

Highberg's Portfolio Management roundtable- second edition

Highberg's Portfolio Management roundtable- second edition

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Marit Mulder

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