scholarly journals MANAGING DISRUPTIVE INNOVATION BY VALUE-ORIENTED PORTFOLIO PLANNING

2020 ◽  
Vol 1 ◽  
pp. 1395-1404
Author(s):  
S. Weinreich ◽  
T. Şahin ◽  
D. Inkermann ◽  
T. Huth ◽  
T. Vietor
Keyword(s):  
Portfolio Management ◽  
Disruptive Innovation ◽  
Value Orientation ◽  
Business Value ◽  
Portfolio Planning

AbstractInnovation portfolio management (IPM) aims at selecting ideas with regard to their potential for innovation and measuring them considering customer and business value. The evaluation of benefits and risk is especially challenging for disruptive innovation (DI) due to their characteristics such as low comparability to existing technologies and uncertain customer reactions. This paper highlights the lack of approaches to managing DI in IPM and addresses it through a framework that expands the understanding of value-orientation in IPM, allowing for the inclusion of DI.

scholarly journals How to manage disruptive innovation - a conceptual methodology for value-oriented portfolio planning

Procedia CIRP ◽  
2021 ◽  
Vol 100 ◽  
pp. 403-408
Author(s):  
Simon Weinreich ◽  
Tarik Şahin ◽  
Tobias Huth ◽  
Helmut Breimesser ◽  
Thomas Vietor
Keyword(s):  
Disruptive Innovation ◽  
Portfolio Planning

Program and Portfolio Management Relationship and Support

2017 ◽  
pp. 310-333
Author(s):  
Ginger Levin ◽  
Nicole Pitotti
Keyword(s):  
Resource Allocation ◽  
Portfolio Management ◽  
Investment Decisions ◽  
Business Value ◽  
Organizational Strategy ◽  
Business Units ◽  
Program Manager ◽  
Portfolio Manager ◽  
And Performance

Ideally, the portfolio is at the highest level of an organization as it shows the organization's truest intent, direction, and priorities. But, portfolios can exist at various levels such as business units, departments, divisions, and even at the program level. At the program level, the program manager can be considered a mini portfolio manager. The objective is at any time to ensure the portfolio represents a view of its selected components and reflects the organizational strategy and objectives regardless if the programs or projects have interdependencies, as the portfolio represents all the work under way in the organization. This means portfolio management includes all the activities to identify and align organizational priorities, determine governance and performance frameworks, measure the value/benefit of what is being done, make investment decisions, foster communication, and manage resource allocation. This chapter illustrates the various interrelations between program and portfolio management to show how programs can support portfolio in delivering business value.

An Alternative Model of Information Security Investment

2009 ◽  
pp. 133-140 ◽  
Author(s):  
Peter O. Orondo
Keyword(s):  
Information Technology ◽  
Information Security ◽  
Portfolio Management ◽  
Alternative Model ◽  
Cost Model ◽  
Business Value ◽  
It Security ◽  
Security Investment ◽  
Number Of Factors ◽  
The Cost

Most companies would agree that securing their information assets is worth some investment. It is thus plausible to assume that low levels of IT security investment indicate that only a small portion of the firm’s business is IT asset value driven. It could also point to a misaligned corporate investment policy. Conversely, some firms may be investing more than is warranted given the value of their information asset holdings, thereby wasting shareholder resources. The question then becomes: What level of IT security investment is enough? Several models exist to help companies set their IT spending in general and Information Security spending in particular. The leading model out there is the Information Technology Portfolio Management (ITPM) model. This is really nothing more than financial portfolio management theory applied to the information technology realm. Thus ITPM tries to optimize IT spending based on a number of factors like business value, efficiency and cost reduction among others. Despite current vigorous research at esteemed institutions like the Center for Information Systems Research (CISR) at MIT and at the Free University of Amsterdam, ITPM is still in its infancy and the field would benefit from alternative models. In this chapter, we propose an alternative model of IT security spending that firms may readily apply when setting their Information Security budgets. The model is analytical and starts by developing a model for the business value of information. It then develops a model for the cost of an information security breach. Finally, we find the relationship between the value model and the cost model from.

scholarly journals Analysis of the value-motivational sphere of employees of internal affairs bodies in the forecast of the success of professional adaptation

2020 ◽  
Vol 6 (1) ◽  
pp. 137-147
Author(s):  
Natal'ya Goncharova ◽  
Ekaterina Popinako
Keyword(s):  
Value Orientation ◽  
Business Value ◽  
Behavioral Regulation ◽  
Adaptive Potential ◽  
Internal Motivation ◽  
Value Consciousness ◽  
Motivational Profile ◽  
Internal Affairs ◽  
High Level ◽  
Serving Society

The article discusses the results of an empirical study of the value-motivational sphere of employees of internal affairs bodies, which allow predicting the success of professional adaptation. A comparison of the indicators of groups of adapted and non-adapted individuals revealed a fundamentally different level of personal adaptive potential, communicative potential, behavioral regulation and moral level. It has been established that the value-motivational profile of employees with a high level of personal adaptive potential is represented by higher indicators of internal motivation, values of service to society, normative behavior and professional achievements. In the field of socio-psychological adaptability, these are indicators of moral normativeness and the ability to constructive communication, in the motivational sphere - an orientation to success and achievement. The features of the value consciousness of a successfully adapted personality are established, expressed in the priorities of serving society, moral and business value orientation and professionalism.

scholarly journals Forward Thinking for Sustainable Business Value: A New Method for Impact Valuation

2020 ◽  
Vol 12 (20) ◽  
pp. 8420 ◽  
Author(s):  
Herwig Buchholz ◽  
Thomas Eberle ◽  
Manfred Klevesath ◽  
Alexandra Jürgens ◽  
Douglas Beal ◽  
...  
Keyword(s):  
Portfolio Management ◽  
Sustainability Reporting ◽  
Business Value ◽  
New Method ◽  
Sustainable Business ◽  
Industry Standards ◽  
Further Development ◽  
A Company ◽  
Stakeholder Communication ◽  
Impact Valuation

How can a company commit to maximizing stakeholder value while maintaining financial performance? Companies increasingly have the ambition to provide stakeholder value to their owners and shareholders, employees, consumers, suppliers, partners, the environment, and future generations. However, such companies often face difficulties in demonstrating the value they bring to stakeholders, due to the lack of universal methods for assessing their impact. Besides the practical need to develop a method for impact valuation, we researched the existing literature and discovered the lack of a holistic method to evaluate all impacts of a company using a common currency with flexible adaptations at different levels. We developed a new method called Sustainable Business Value (SBV) to address these gaps and enable companies to evaluate their impacts. We tested the SBV in two pilots. The SBV method differs from currently used methods, including sustainability reporting, sustainability rating and indices, and sustainability accounting. SBV can be used for decision-making, portfolio management, benchmarking, stakeholder communication, investor communication, and business development and also provides a comprehensive perspective of a company’s impact across six standardized dimensions. However, further development and standardization of proxies and cross-industry standards are needed.

A Scenarios-Based Methodology for IT Portfolio Planning

2009 ◽  
pp. 107-117
Author(s):  
Stanley Loh ◽  
Ramiro Saldaña ◽  
Leo Faller Becker
Keyword(s):  
Information Systems ◽  
Portfolio Management ◽  
Systems Planning ◽  
Future Situation ◽  
Future Events ◽  
Control Situations ◽  
Planning Methodology ◽  
And Control ◽  
Information Systems Planning ◽  
Portfolio Planning

One of the main topics in IT Portfolio Management, according to IT Governance models, is to plan and control information systems that are aligned with the company mission and objectives. The goal of the IT Portfolio Planning is to define which information systems are necessary and with which priority. In general, planning methodologies trace directions from a present point to a future and desired target. However, in many cases, companies can not control situations; events may occur that can not be avoided. A scenarios-based planning methodology can help managers to identify future events, their probability and consequences. A scenario represents a future situation that can not be controlled nor can be avoided. However, the study of future scenarios can help managers to plan reactions, so that company can create mechanisms for avoiding problems or for minimizing bad consequences. The goal of this chapter is to present an adaptation of the scenario-based methodology for IT and Information Systems Planning. The chapter will describe in details each step of the proposed methodology and discuss a study case. Steps include the identification of different scenarios and their corresponding antecedent events, the determination of probabilities and consequences of the events, how to calculate risks and how to plan Information Systems and IT resources to manage each scenario.

An Alternative Model of Information Security Investment

2010 ◽  
pp. 589-596
Author(s):  
Peter O. Orondo
Keyword(s):  
Information Technology ◽  
Information Security ◽  
Portfolio Management ◽  
Alternative Model ◽  
Cost Model ◽  
Business Value ◽  
It Security ◽  
Security Investment ◽  
Number Of Factors ◽  
The Cost

Most companies would agree that securing their information assets is worth some investment. It is thus plausible to assume that low levels of IT security investment indicate that only a small portion of the firm’s business is IT asset value driven. It could also point to a misaligned corporate investment policy. Conversely, some firms may be investing more than is warranted given the value of their information asset holdings, thereby wasting shareholder resources. The question then becomes: What level of IT security investment is enough? Several models exist to help companies set their IT spending in general and Information Security spending in particular. The leading model out there is the Information Technology Portfolio Management (ITPM) model. This is really nothing more than financial portfolio management theory applied to the information technology realm. Thus ITPM tries to optimize IT spending based on a number of factors like business value, efficiency and cost reduction among others. Despite current vigorous research at esteemed institutions like the Center for Information Systems Research (CISR) at MIT and at the Free University of Amsterdam, ITPM is still in its infancy and the field would benefit from alternative models. In this chapter, we propose an alternative model of IT security spending that firms may readily apply when setting their Information Security budgets. The model is analytical and starts by developing a model for the business value of information. It then develops a model for the cost of an information security breach. Finally, we find the relationship between the value model and the cost model from.

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