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Innovation Management

In today's highly competitive market, companies need to constantly optimise their planning, technologies, processes, products and services in order to create growth and competitive advantage. Companies spend significant resources in maintaining their competitive edge by investing in new offerings and improving existing products to address changing market demands.

Protecting a valuable investment

Strategic investment decisions cannot be left to chance. A disciplined approach from initial concept through to final plans leads to greater efficiencies and gains in project implementation and a shorter time to market. A full interpretation of the business environment through the application of advanced modelling and analysis software tools is critical to the success of a project (or programme of projects), from initial planning to construction and final operations.

Developing the Business Case 

Increasing complexity and time pressure for the development of markets, applications, technologies and organizations require enhanced support for innovation activities, such as the recognition of the best idea, the transformation of a business idea to a business concept and plan, development of a business (revenue) model and preparation of a business case. The business model is vital in assessing which ideas will maximise returns and in defining required resources and competencies.




Financial Feasibility

Strategic investments need to be justified, prioritized and approved. A valuation model should not just quantify an investment but should identify its real value. It should also encourage departments to identify, monitor and manage the most important value drivers during the investment process.


Traditional Static Net Present Value (NPV) methods provide only a partial answer to valuation because they neglect the value of managerial flexibility and assume that management behaves passively. Flexibility captures the upside potential and limits downside losses. As a result, all risks have a negative effect on value and therefore may lead to inaccurate valuations and incorrect strategic decisions!

Idea Management

'No one can predict the future is an often heard quote. Nevertheless, some companies consistently introduce exactly the right offerings at exactly the right time. Sometimes it is a stroke of luck but often it is based on a clear vision. The true value of an idea is determined by identifying trends and

business drivers, by drawing up multiple market scenarios, and by gauging the value of the idea against the business's own strategy and environment.

Project & Programme Management 

Projects have different complexities and degrees of uncertainty. The business case highlights business objectives, critical parameters, costs, risks and uncertainties. During the project risks are dealt with and uncertainties reduced on a step by step basis in order to achieve the objectives. It is, therefore, possible to draw up development, organization, communication and milestone plans.

Portfolio Management 

This highlights the optimal manner to distribute resources among the various options/projects, to ensure:

- A maximum yield is realized against acceptable risks.

- There is a good fit between the projects and the various strategic themes.

- There is a good mix between the various types of projects (new platforms, new generations, high     and low risk projects, short-term and long-term projects).

- Exploration of new and existing markets and technologies.



A 'technology-business roadmap' is a need-driven planning process that helps identify, select and develop technological alternatives to meet future product and market needs. Roadmapping

integrates market and technological strategies by identifying critical (product-related) needs that determine technology selection and investment needs, identifying and selecting technological

alternatives and managing the implementation process over time.


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