Corporate Innovation: The Portfolio Approach

Master the portfolio approach to innovation and unlock the full potential of your organization.

In today’s fast-paced and competitive business landscape, staying ahead means continuously driving innovation. Focusing on just one or two creative ideas is no longer enough. To remain relevant, your organization needs a portfolio approach. Specifically one that embraces a range of initiatives, knowing that some will fail while others can lead to transformative success.

In this focused 1.5-day program, you will learn how to strategically manage innovation across your organization. Led by expert faculty from Carnegie Mellon University, a recognized leader at the intersection of business and technology, this program equips you with practical tools and proven techniques to design and lead a high-impact innovation portfolio. As a senior executive, you will explore how to align innovation with your broader strategy, assess competing approaches, and make informed decisions that drive results. You will leave ready to apply what you’ve learned and turn bold ideas into meaningful business outcomes.

Key Takeaways

  • Develop the thesis to drive your innovation portfolio.
  • Work with varying techniques to fill the top-of-funnel.
  • Set up processes to evaluate individual ideas within the portfolio.
  • Efficiently allocate innovation resources, setting a more effective budget.
  • Evaluate the augmenting of internal ideas through corporate venture capital and strategic business development.

Who Should Attend

This program is designed for leaders responsible for setting up or managing a portfolio of innovation projects within their company. 

Recommended participants include:

  • Leaders tasked with building out their company’s innovation lab or internal startup platform.
  • Leaders seeking help prioritizing and organizing the number of innovation projects they are managing.
  • Managers responsible for driving partnerships with innovative third parties.
  • Managers trying to migrate or enhance their stage gate (or other similar) programs to better work with transformational projects.
  • Financial leaders responsible for their company’s overall innovation budget.