Content provided by Chad McAllister, PhD and Chad McAllister. All podcast content including episodes, graphics, and podcast descriptions are uploaded and provided directly by Chad McAllister, PhD and Chad McAllister or their podcast platform partner. If you believe someone is using your copyrighted work without your permission, you can follow the process outlined here https://player.fm/legal.

Product Mastery Now for Product Managers, Leaders, and Innovators « »
541: What product managers need to understand about portfolio management – with Colin Nelson

9d ago 40:10

MP3•Episode home

Product portfolio management skills that transform product managers into strategic leaders

Watch on YouTube

TLDR

Innovation portfolio management is the bridge between strategy and execution that many product managers overlook, yet mastering it becomes essential for both successful idea championing and career advancement into senior leadership roles. Colin Nelson, Chief Innovation Consultant at Hype Innovation, explains how effective portfolio management requires strategic alignment through foresighting and core competency analysis, agile design with regular review cycles, and the implementation of an “innovation shelf” to store viable concepts for future development. Organizations must balance resources across incremental improvements, adjacent innovations, and disruptive projects while leveraging both internal teams and external partnerships to accelerate development and reduce risk. The key lies in creating transparency across all innovation efforts, establishing common data collection methods, and building flexibility into the portfolio to pivot when market conditions change.

Key Topics

Portfolio Management Fundamentals
Strategic Innovation Alignment
The Innovation Shelf Strategy
Agile Portfolio Design
Resource Optimization
Three-Tier Portfolio Structure
Collective Intelligence
Portfolio Review Processes

Introduction

Have you ever pitched a brilliant product idea only to watch it disappear into the corporate abyss? When I teach product managers about the seven elements of product mastery, their eyes often glaze over when we reach portfolio management. “That’s someone else’s job,” they say, usually referring to senior leadership. But here’s the wake-up call that changes their perspective: First, you’ll never successfully champion your ideas if you don’t understand how they fit into the larger portfolio puzzle. And second—for the career-minded among you—you won’t ascend to senior leadership positions without understanding how portfolios are constructed and managed.

Those are two good reasons to learn more about portfolio management, which is why Colin Nelson is joining us. Colin is the Chief Innovation Consultant at HYPE Innovation, a leading provider of innovation management software and consulting services. He is an expert in the field of Collective Intelligence, supporting global organizations and communities on how to achieve efficient, effective, and sustainable innovation and business change using online tools and processes. Colin is a respected thought leader on several innovation subjects, including Innovation Management, Enterprise Collaboration, and Innovation Portfolio Management, publishing numerous articles on these topics.

So whether you’re trying to get your product ideas noticed or plotting your path to senior leadership, today’s conversation will equip you with the portfolio management knowledge you need to succeed.

The Four Pillars of Innovation Performance

In Colin’s work helping companies improve their innovation performance, he noticed four main themes that create the foundation for effective innovation portfolio management and provide a roadmap for systematic improvement.

Absorbing External Signals
Employee Involvement in Innovation
Value Chain Innovation
Effective Portfolio Management

Today, we’ll focus on portfolio management.

Why Product Managers Must Master Portfolio Management

Colin described portfolio management as the journey that determines whether innovations move from ideas to market reality. Without mastering these skills, product managers remain stuck at the tactical level, unable to influence strategic decisions or demonstrate the business acumen that senior roles require.

Understanding innovation portfolio management transforms how product managers approach their work. Instead of focusing solely on individual projects, they begin thinking about how their initiatives contribute to the organization’s overall innovation strategy. This shift in perspective not only increases the likelihood of project approval but also positions product managers as strategic contributors who can see the bigger picture and make decisions that benefit the entire organization.

Objectives of Portfolio Management

The primary objective of innovation portfolio management is protecting the organization’s future relevance in world of regular disruption. Innovation represents tomorrow’s sales, making portfolio decisions critical for long-term survival and growth. Organizations that fail to manage their innovation portfolios effectively often find themselves unprepared for market disruptions or changing customer needs.

Portfolio management also creates efficiency in the development process by establishing clear frameworks for resource allocation and project prioritization. This efficiency becomes especially important when organizations face capacity constraints and must choose between multiple promising opportunities. The portfolio management function helps leaders make informed decisions about where to invest limited resources for maximum strategic impact.

Good portfolio management provides leadership with clear visibility into all innovation activities, progress metrics, and resource utilization. This transparency supports strategic planning and helps identify opportunities for synergy or collaboration between different innovation initiatives.

Perhaps most importantly, effective portfolio management enables organizational agility in response to constant market change. The pace of business disruption continues accelerating, making it essential for organizations to pivot quickly when circumstances shift. Portfolio management systems that provide real-time visibility and flexible resource allocation capabilities allow organizations to adapt their innovation strategies as new opportunities and threats emerge.

The Strategy-Innovation Alignment Problem

Colin identified a challenge that undermines many innovation efforts: Most backend development problems actually start as frontend alignment issues. When innovation projects fail to gain traction or deliver expected results, the root cause often traces back to poor strategic alignment rather than execution problems.

Organizations frequently generate ideas and concepts that contradict existing strategic directions or compete with other initiatives for the same resources. Without strong portfolio management oversight, these alignment issues remain hidden until projects reach advanced stages, wasting time and resources.

Successful innovation portfolio management addresses alignment problems by establishing clear strategic frameworks before development work begins. These frameworks help innovation teams understand which opportunities align with organizational priorities and which ones should be deferred or eliminated.

Building Strategy Through Foresighting and Understanding Core Competencies

Strategic innovation requires organizations to master two complementary capabilities that are essential for effective portfolio development. The most successful organizations combine external market intelligence with deep internal self-awareness to create robust innovation strategies that guide portfolio decisions.

The Dual Approach to Strategic Direction

Leading organizations excel at balancing present-moment awareness with future projection capabilities. They invest in understanding emerging trends and technologies while simultaneously analyzing how these external forces might create opportunities for their specific organizational context.

This dual approach involves systematic foresighting activities that help organizations anticipate market changes, regulatory shifts, and technological breakthroughs before they become mainstream. However, external trend analysis alone provides insufficient guidance for innovation portfolio decisions. Organizations must marry this external intelligence with a clear understanding of their internal capabilities and strategic assets.

The iterative process requires organizations to continually ask themselves what macro trends might impact their business environment and where these changes could generate new opportunities. This external scanning must connect directly to internal capability assessment to identify realistic pathways for innovation development.

Understanding Core Competencies

McDonald's understands their core product competencies

Organizations must distinguish between what they sell versus what they excel at doing. Core competencies often extend far beyond current product offerings.

Colin illustrated this concept using McDonald’s as an example. While most people believe they could create better burgers than McDonald’s, the company remains the world’s most successful burger chain. This apparent contradiction makes sense when you examine McDonald’s true competencies: real estate management, marketing excellence, logistics optimization, and operational consistency.

McDonald’s succeeds not because of superior burger quality, but because they leverage competencies beyond food preparation. Their innovation portfolio opportunities should focus on applications of these core strengths rather than just menu improvements. This insight applies broadly to organizations across all industries.

The core competency analysis process requires organizations to honestly assess their unique capabilities, institutional knowledge, and strategic assets. These competencies might include manufacturing excellence, customer relationship management, regulatory expertise, brand recognition, distribution networks, or technological capabilities that competitors cannot easily replicate.

Case Study: The Wheel Manufacturer’s Innovation Journey

Colin shared an example of how strategic innovation develops through the intersection of external insights and core competency understanding. He worked with an automotive wheel manufacturer that felt trapped in a commodity business with limited innovation opportunities.

The company decided to analyze external trends affecting their industry and customer experience. They discovered that consumers increasingly preferred larger wheels for aesthetic reasons, but this preference created unintended consequences. Larger wheels required thinner tire sidewalls, and when combined with deteriorating road conditions, this led to increased tire blowouts and poor customer experiences.

Rather than accepting these market constraints, the wheel manufacturer asked themselves what core competencies they could apply to solve this emerging problem. They recognized their manufacturing excellence and metallurgy expertise, but acknowledged they lacked knowledge about flexible rim technology that could address the blowout issue.

This honest capability assessment led them to pursue a strategic partnership with Michelin, a company with leading expertise in flexible wheel technology. Together, they developed innovative wheels with flexible rims that work harmoniously with tire sidewalls to reduce blowout risks while maintaining the aesthetic appeal of larger wheels.

The success of this innovation came from combining external market intelligence about customer experience problems with a realistic assessment of internal capabilities and strategic partnership opportunities. The resulting product aligned perfectly with their brand identity and manufacturing strengths while addressing a genuine market need that competitors had overlooked.

This example demonstrates how effective innovation strategy emerges from systematic analysis of external trends, honest evaluation of internal capabilities, and creative thinking about how to bridge capability gaps through partnerships or acquisitions. Organizations that master this strategic foundation create innovation portfolios that deliver sustainable competitive advantages rather than just incremental improvements.

Building Agility into Portfolio Management

Modern innovation portfolio management must incorporate flexibility as a core design principle rather than an optional feature. Static portfolios create significant risks in today’s rapidly changing business environment, where innovation timelines often extend far beyond the predictability of market conditions.

Portfolio Flexibility

Innovation projects face a timing challenge that makes agility essential for success. Aerospace companies might spend decades bringing new aircraft to market; pharmaceutical organizations often require 13 to 15 years for successful drug development; and even consumer goods companies need multiple years for complex product innovations.

During these extended development periods, market conditions continue evolving at accelerating rates. Organizations that maintain rigid portfolio structures risk investing years of effort in innovations that no longer match market realities when they finally reach completion.

Colin highlighted professional services as an example of industries experiencing rapid disruption that demands portfolio agility. Law firms that never needed innovation capabilities for survival now must rapidly adapt to artificial intelligence technologies that can generate legal contracts faster than human attorneys. This disruption creates urgent needs for business model innovation and portfolio restructuring to remain competitive.

The solution is designing portfolio management systems that assume change rather than stability. These systems incorporate regular review cycles, flexible resource allocation mechanisms, and decision-making frameworks that support rapid pivoting when circumstances require strategic adjustments.

Designing Agility by Design

Effective portfolio agility requires establishing common data standards across all innovation projects regardless of their scope, timeline, or organizational location. This standardization enables holistic portfolio visibility and supports informed decision-making about resource reallocation.

Data Category	Information Required	Portfolio Impact
Financial Metrics	Investment levels, expected returns, timeline to revenue	Enables resource reallocation decisions
Timeline Progress	Current milestones, remaining phases, critical path dependencies	Supports prioritization and capacity planning
Confidence Levels	Technical feasibility, market readiness, competitive positioning	Guides risk management and pivot decisions

The Globally Visible Innovation Pipeline

Colin described working with an energy company in Texas that implemented a globally visible innovation pipeline. This system created transparency across all innovation activities, from incremental improvements to strategic disruptions, giving leadership and strategists comprehensive portfolio visibility.

The pipeline served multiple critical functions beyond simple project tracking. It helped identify potential overlaps between different teams working on similar challenges, revealed opportunities for synergy and collaboration, and highlighted gaps where strategic priorities lacked adequate innovation support. Most importantly, it provided the information foundation needed for agile decision-making.

The globally visible pipeline concept works because it treats all innovation activities as part of a connected system rather than isolated projects. Teams could see how their work related to other initiatives, identify opportunities for collaboration, and understand how their projects contributed to overall strategic objectives. This visibility created natural alignment and reduced the likelihood of conflicting or competing efforts.

Leadership gained the ability to make informed decisions about resource allocation, project prioritization, and strategic direction changes. When market conditions shifted or new opportunities emerged, they could quickly assess portfolio implications and make necessary adjustments without lengthy analysis periods that might delay critical pivots.

The pipeline approach also improved communication between different organizational levels and functions. Innovation teams understood how their work connected to business strategy, while executives gained insight into operational realities and resource constraints that affected strategic implementation.

The Innovation Shelf Strategy

One of the most valuable yet underutilized concepts in innovation portfolio management involves creating systematic storage for viable ideas that cannot be pursued immediately. Colin introduced the innovation shelf as a strategic repository that transforms how organizations handle promising concepts that face timing, resource, or market readiness challenges.

Concept and Implementation

The innovation shelf is a home for concepts that demonstrate genuine potential but cannot receive immediate development resources. Colin explained that these ideas often emerge from solid market insights or technical breakthroughs that face obstacles beyond their inherent quality or feasibility.

Several common scenarios lead to shelf placement rather than project termination. Technology readiness issues occur when organizations identify valuable applications for capabilities that remain too expensive, complex, or immature for current implementation. Market timing problems arise when customer segments show insufficient readiness for innovative solutions, even though future adoption seems likely. Capacity constraints represent another frequent reason for shelf placement. Organizations often generate more promising concepts than their available resources can support simultaneously. Rather than abandoning these excess opportunities, the innovation shelf preserves institutional knowledge and maintains option value for future consideration.

Colin emphasized that shelf placement should not carry negative connotations for innovation teams. Instead, organizations must position shelving decisions as smart business choices that preserve valuable work while focusing current resources on higher-priority initiatives. This cultural shift prevents teams from pursuing low-probability projects simply to avoid perceived failure.

Innovation shelf implementation requires systematic documentation that captures key insights, development progress, and future trigger conditions that might justify project revival. Organizations need clear criteria for shelf placement decisions and regular review processes that evaluate whether shelved concepts deserve renewed attention based on changing circumstances.

Resource Optimization and Allocation

Every organization faces the challenge of unlimited innovation opportunities competing for limited resources. Resource optimization is one of the most critical aspects of portfolio management, requiring sophisticated approaches to maximize innovation impact while acknowledging capacity constraints.

Prioritization

Effective resource optimization requires dynamic prioritization systems that can respond to changing market conditions, competitive pressures, and organizational capabilities. These systems must balance current resource commitments with future opportunity evaluation to avoid both underinvestment in promising areas and overcommitment to declining prospects.

Colin noted that resource allocation decisions become particularly challenging when innovations require long development timelines. Organizations must make resource commitments based on current market understanding while accepting that circumstances may change significantly before projects reach completion. This uncertainty demands portfolio approaches that build in flexibility and regular reassessment opportunities.

Internal vs. External Resource Strategies

Modern innovation portfolio management increasingly relies on external partnerships and collaborations to extend organizational capabilities beyond internal resource limitations. Colin explained how organizations can leverage supply chain partners, academic institutions, and other external entities to accelerate innovation while reducing internal capacity requirements.

External collaboration strategies offer several advantages for resource-constrained organizations. Partners often bring specialized expertise that would be expensive and time-consuming to develop internally. They may also provide access to research facilities, testing capabilities, or market knowledge that supplement organizational resources effectively.

Supply chain partnerships create particularly attractive resource optimization opportunities because supplier motivations align naturally with customer innovation goals. Suppliers have clear incentives to collaborate on innovations that could increase their sales volumes or create new market opportunities for their products and services.

These external resource strategies also provide risk mitigation benefits by spreading development costs and technical risks across multiple organizations. When innovations fail to meet expectations, losses are shared rather than absorbed entirely by the lead organization. This risk sharing enables organizations to pursue more ambitious innovation portfolios than their internal resources alone could support.

However, external collaboration requires careful management to maintain strategic control and intellectual property protection. Organizations must develop clear partnership frameworks that define roles, responsibilities, and benefit sharing while preserving their ability to capture value from successful innovations.

Independent Forecasting Systems

Colin identified a flaw in many innovation portfolio management approaches: allowing project teams to evaluate the commercial potential of their own innovations. This practice introduces bias that distorts resource allocation decisions and undermines portfolio optimization efforts.

The problem occurs because innovation teams naturally develop emotional attachments to their projects and may lack the market expertise needed for accurate commercial assessment. Engineers might excel at technical development but lack the business knowledge required to distinguish between hundred-million-dollar and billion-dollar opportunities.

Colin recommended separating concept development activities from commercial forecasting responsibilities. Independent teams should evaluate market potential across entire innovation portfolios, providing objective assessments that enable better resource allocation decisions. These independent evaluators can develop specialized expertise in market analysis and opportunity assessment.

Evaluation Approach	Advantages	Limitations
Team Self-Assessment	Deep technical knowledge, immediate availability	Emotional bias, limited market expertise
Independent Forecasting	Objective analysis, specialized market knowledge	Distance from technical details, additional resource requirements
Hybrid Model	Combines technical insight with market objectivity	Requires coordination, potential for conflicting assessments

Leveraging Collective Intelligence

Innovation challenges often require knowledge and expertise that extends far beyond individual teams or even entire organizations. Colin emphasized how collective intelligence approaches can dramatically accelerate innovation timelines while reducing resource requirements and failure rates across innovation portfolios.

Breaking Down Innovation Silos

Traditional innovation approaches often trap teams in isolation when they encounter technical obstacles or market challenges. Colin observed that most innovation teams, when facing roadblocks, typically consult only their immediate colleagues or nearby team members for solutions. This limited consultation approach wastes valuable time and often fails to identify optimal solutions that exist within the broader organizational network.

The silo problem becomes particularly acute in large organizations where expertise often resides in unexpected departments or business units. Teams struggling with specific technical challenges may not realize that other parts of their organization possess relevant knowledge or have solved similar problems in different contexts.

Entire organizations should participate in supporting innovation initiatives rather than leaving individual teams to solve complex problems independently. The collective intelligence of internal networks, combined with external partnerships and academic collaborations, often provides breakthrough solutions that isolated teams cannot achieve alone.

Colin worked with a client in the chemicals industry that had struggled with a specific chemistry challenge for approximately two years without finding acceptable solutions. The internal team had exhausted their technical approaches and continued investing significant time and resources attempting to solve the problem through incremental experimentation. Despite their expertise and dedication, they remained unable to achieve the breakthrough needed for their innovation project to proceed successfully.

Colin suggested the organization reach out to their existing academic partners. An academic expert identified the solution within twenty minutes of reviewing the problem description. The solution involved existing research and established techniques that the internal team had not encountered in their problem-solving efforts. No financial compensation was required – the academic expert simply shared a research paper that contained the necessary methodology.

Portfolio Structure and Management

Effective innovation portfolio management requires thoughtful organization that reflects the different characteristics, risks, and management approaches needed for various types of innovation projects. Colin outlined a systematic framework for structuring portfolios that enables organizations to balance incremental improvements with strategic breakthroughs.

The Three-Tier Portfolio Framework

Incremental, adjacent, and disruptive innovation portfolio buckets

Colin recommended organizing innovation portfolios into three distinct categories that each require different management approaches, resource allocation strategies, and success metrics. This structure helps organizations maintain appropriate balance while applying suitable oversight to each innovation type.

Incremental Innovation represents the foundation tier that focuses on improvements to existing products and services for current customer segments. These projects typically offer high predictability with clear market validation and relatively short development timelines. The technical and market risks remain low because organizations build upon established capabilities and proven customer needs.

Incremental innovations provide steady revenue growth and operational efficiency improvements that support ongoing business performance. These projects often deliver measurable returns within months rather than years, making them attractive for organizations seeking near-term innovation impact. However, incremental innovation alone cannot protect organizations from market disruption or competitive displacement.

Adjacent Innovation occupies the middle tier and involves developing new capabilities for new customer segments or applying existing capabilities to different market applications. These projects carry moderate risk and uncertainty while offering greater potential impact than incremental improvements. Adjacent innovations might require acquiring new technical skills or understanding different customer needs.

This category includes efforts to expand into related markets, develop complementary products, or serve adjacent customer segments with modified offerings. The development timelines typically extend longer than incremental projects but remain shorter than radical innovation initiatives. Success rates fall between incremental and radical innovation levels.

Radical or Disruptive Innovation forms the highest tier and pursues revolutionary changes that could transform entire industries or create completely new market categories. These projects involve significant uncertainty about technical feasibility, market acceptance, and competitive response. Development timelines often span multiple years with substantial resource requirements.

Radical innovations offer the highest potential rewards but also carry the greatest risks of failure. Organizations cannot predict outcomes with confidence, but successful radical innovations can create sustainable competitive advantages and entirely new revenue streams. These projects require patient capital and tolerance for uncertainty.

Separating Incremental from Strategic Innovation

Colin emphasized the importance of managing incremental innovation separately from more strategic innovation efforts due to their fundamentally different characteristics and requirements. This separation enables organizations to apply appropriate management approaches rather than forcing all innovation types into uniform processes.

Incremental innovation benefits from efficiency-focused management that emphasizes speed, cost control, and predictable delivery. These projects can use traditional project management approaches with clear milestones, defined resource requirements, and measurable progress indicators. Success metrics focus on implementation effectiveness and incremental performance improvements.

Strategic innovation requires exploratory management approaches that accommodate uncertainty, encourage experimentation, and support learning through failure. These projects need flexible resource allocation, adaptive timelines, and success metrics that value knowledge generation alongside commercial outcomes. The management approach must balance persistence with smart stopping decisions.

The separation also helps organizations communicate different expectations to innovation teams and stakeholders. Incremental projects should deliver predictable results within specified timeframes, while strategic projects should generate valuable learning and market insights even when original objectives prove unattainable.

Moving Beyond the Golden Ratio

Colin challenged the traditional “golden ratio” approach to portfolio allocation that historically recommended specific percentage distributions across innovation categories. Colin argued that modern portfolio allocation decisions must consider industry-specific circumstances, competitive pressures, and disruption threats rather than applying universal percentage formulas.

Industries facing rapid disruption require greater allocation to strategic and radical innovation regardless of traditional practices. Organizations in declining markets cannot survive by focusing primarily on incremental improvements to obsolete products or services. The pace of technological change and market disruption demands more dynamic allocation approaches.

Conclusion

Innovation portfolio management is the missing link that transforms good product managers into strategic leaders who can navigate complex organizational challenges while delivering sustainable competitive advantages. Colin’s framework demonstrates that mastering portfolio thinking involves far more than project coordination—it requires developing strategic foresight, building systematic resource optimization capabilities, and creating agile decision-making systems that respond effectively to accelerating market change. Product managers who embrace these portfolio management principles position themselves as invaluable strategic assets while building the foundational skills that senior leadership roles demand.

The path from individual contributor to executive leadership runs directly through portfolio management expertise that balances tactical execution with strategic vision. Organizations need product managers who can champion individual innovations while optimizing entire portfolios, leverage collective intelligence while maintaining strategic focus, and build tomorrow’s capabilities while delivering today’s results. The frameworks, tools, and implementation strategies explored throughout this discussion provide practical roadmaps for developing these capabilities while demonstrating the strategic thinking that accelerates career advancement and organizational success in innovation-driven markets.

Useful Links

Check out HYPE Innovation
Connect with Colin on LinkedIn
Take a Free Innovation Management Assessment
Listen to The Innovation Room Podcast

Innovation Quote

“Where’s your innovation shelf? Do you have a home for the things you’d like to do when the opportunity arises?” – Colin Nelson

Application Questions

1. How could you conduct a systematic audit of your current innovation projects to identify alignment gaps with organizational strategy?

2. How could your team establish an innovation shelf system that captures valuable concepts you cannot pursue immediately?

3. How could you systematically leverage both internal expertise and external partnerships to accelerate innovation problem-solving within your organization?

4. How could you apply the three-tier portfolio framework (incremental, adjacent, radical) to evaluate your current resource allocation patterns? What percentage of your innovation capacity currently focuses on each category, and how might you adjust this allocation based on your industry’s disruption threats and competitive dynamics?

5. How could you create dashboard visibility that enables leadership to make informed portfolio decisions while demonstrating your strategic understanding of innovation management? What common data standards and performance metrics would best support both tactical project management and strategic portfolio optimization within your organizational context?

Bio

Product Manager Interview - Colin Nelson

Colin Nelson is the Chief Innovation Consultant at HYPE Innovation, the global leader in online innovation management solutions. He’s a thought leader on innovation management, collective intelligence, online innovation, and open innovation, helping to connect people, ideas, and data. He helps both companies and communities to engage diverse thinking in support of innovation programs, harnessing both the workforce and an organizations entire eco-system. Colin has supported MBA teaching programs at Exeter and Durham Business Schools. His clients have included: Airbus, Fujitsu, Harley-Davidson, NASA, the NBA, the United Nations, and Unilever.

Thanks!

Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Source

511 episodes

#Careers #MBA #Chad McAllister #PhD - Helping Product Managers become Product Masters #Product Management #Business #Marketing

541: What product managers need to understand about portfolio management – with Colin Nelson

Product Mastery Now for Product Managers, Leaders, and Innovators

160 subscribers

published 9d ago