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Portfolio Management: Opportunities, Challenges, and Future Perspectives

Round Table - Highberg Talks

Organizations today are under pressure to continuously deliver (customer) value while navigating increasing complexity and constant change. As a Portfolio Manager, you play a crucial role in the strategy realization process; ensuring that investments, initiatives, and execution align with business objectives to drive real value. 
Having guided many clients in successfully navigating this crucial role, we recognize the value of bringing you together with peers. This roundtable offers a unique opportunity for experienced Portfolio Managers from various industries to exchange insights, address challenges, and explore best practices in an interactive setting.

Round table

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<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 June 24th 16:30-21:00 (incl. dinner) at Hamburgstraat 30, 3512NS, 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 being it should not be the only thing you do as you drive your car down a busy road. In our previous blog ‘<a href="https://highberg.com/insights/are-project-metrics-dead-a-quick-guide-to-lean-portfolio-measurement" target="_blank" rel="noreferrer noopener">Are Project Metrics Dead?’</a>, we introduced two insights aimed at broadening our view of metrics. If we want to continue 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. We hope these first two insights will lead you 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? Building on our first 2 insights, with Insight 3 we introduce the distinction between leading and lagging indicators. Insight 4 takes us to goal setting and one of the more popular tools in strategy-execution today, Objectives Key Results.

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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’s 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 of 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.

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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. And so many organizations struggle with the question: how do I communicate in an approachable, concrete and fun way why does Agile also further professionalize our way of working outside of IT and/or teams? 
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<title>Highberg Round Table: Portfolio Management: Opportunities,… | Highberg</title>

Highberg Round Table: Portfolio Management: Opportunities, Challenges, and Future Perspectives

Highberg Round Table: Portfolio Management: Opportunities, Challenges, and Future Perspectives

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Marit Mulder

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