Opportunities for business cases
- Strongest on these weights: Enterprise edition for regulated customers.
- Order sensitive to: Size of the prize (counted half as much).
Executive Intelligence · Advanced Executive Intelligence
Enterprise Opportunity Portfolio
One governed list of opportunities from the other capabilities, each with an owner, evidence, a value-measurement status and a decision.
Demonstration: Brightwater Software (fictional) · Software. Fictional data and a scripted answer.
The situation
- Organisation
- Brightwater Software (fictional)
- Who is asking
- Chief executive
- Industry
- Software
- What happened
- Management has gathered every growth idea across the company into one list, and the CEO wants a balanced set to pursue, not just the largest.
The question asked
Which opportunities should form our portfolio for the next two years?
What it reads, and who can see the result
- Opportunity register registerOpportunities with size, time and risk estimates.
- Strategic themes documentWhat the board wants the portfolio to do.
- Reads
- The register and the themes.
- Does not read
- Detailed business cases.
- Permission
- Strategy office access.
- Who sees it
- The CEO and the executive committee.
Try it
Change how much each criterion matters. The ranking is recomputed, and the page tells you whether the leader would survive a different judgement.
- 1Enterprise edition for regulated customersLarge; needs certification work.Size of the prize: 5Likelihood of success: 3Time to first revenue: 2Fit with strategic themes: 5Builds on what we already have: 33.75
- 2Partner marketplaceMedium; fast.Size of the prize: 3Likelihood of success: 4Time to first revenue: 4Fit with strategic themes: 4Builds on what we already have: 43.75
- 3Self-serve plan for small teamsSmall per customer; high volume.Size of the prize: 3Likelihood of success: 4Time to first revenue: 5Fit with strategic themes: 2Builds on what we already have: 53.63
- 4Professional services practiceLow margin; steady.Size of the prize: 2Likelihood of success: 5Time to first revenue: 5Fit with strategic themes: 1Builds on what we already have: 43.29
- 5Acquire a data-quality toolAdds a capability; integration risk.Size of the prize: 4Likelihood of success: 2Time to first revenue: 3Fit with strategic themes: 4Builds on what we already have: 23.08
- 6New market: IndiaLarge; unfamiliar.Size of the prize: 5Likelihood of success: 2Time to first revenue: 2Fit with strategic themes: 3Builds on what we already have: 22.96
The leader would change if Size of the prize (counted half as much). Treat the order as sensitive to that judgement.
Leader's margin over the next option: 0.00. The leader can change under another weighting.
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
With these weights the strongest opportunity is: Enterprise edition for regulated customers (score 3.75).
Each opportunity is scored on size, likelihood, speed, fit and reuse [S1][S2]. The order is could change under the weightings tested; it would change if Size of the prize (counted half as much).
A portfolio is not the top of a list. A good set mixes a fast, likely opportunity with a larger, riskier one, so that one failure does not empty the plan. The chief executive should read the first four together, not the first alone.
Relies on: S1 · Opportunity registerS2 · Board strategic themes
Review and approval
The chief executive with the executive committee decides. Approving sets the opportunities taken to business-case stage. It does not allocate budget.
Ready for the reviewer.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- Scores are estimates by sponsors.
- Opportunities may depend on each other or compete for the same people.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
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