I’m going back to a Gary Hamel and Lowell Bryan interview (here) on The McKinsey Quarterly site (registration required). Bryan here focuses on innovation portfolio planning, a topic which PMs should focus on as they look to expand their career horizons:
I like the notion of designing a managing concept or master plan—a master architecture, if you will—for every company. Such a master plan should lay out the big foundational elements to get your organization to work differently…
We use this approach a lot at SAP, though we talk about building capabilities. These capabilities are the foundation for enabling us to work differently, but aren’t focused too narrowly on a specific outcome. Rather, these capabilities are focused on supporting a strategic direction — e.g., improve project management maturity vs. improve scope management practices.
Filed under: Collaboration, Innovation, Knowledge Management, PMO, Portfolio Management, Program Management, Strategy Management | Tagged: capability building, Gary Hamel, Lowell Bryan, The McKinsey Quarterly |
[…] Innovation Portfolio Planning — Building Capabilities […]
Hi Paul, an interesting insight… I’d be curious to know how much focus of the capabiliity is on process and by extension, how capabilties tie to values and people themselves