Portfolio Management for New Products Book

This is a somewhat newer topic to me and likely works best with large organizations that have no way of lowering the cost of R&D.

I like many of the frameworks introduced. For example on page 37:
"The five major factors Hoechst considers in prioritizing projects are:
>probability of technical success
> probability of commercial success
> reward (to the company)
> business strategy fit (fit with the business unit's strategy)
> strategic leverage (ability of the project to leverage company resources and skills)

The subsequent charts provided after that describe key factors and define the low mid and high points (1,4,7,10) are instructive of how to effectively communicate a score card.

I also like many of the frameworks on page 75 related to market vs. tech risk, market segment vs. strategic intent (the purpose and type of project: defend, grow, new application, new business, fundamental research).

I'm not thrilled with the gating approach though I know many use it quite effectively. I think it's def necessary, but what a layer of bureacracy in this particular formulation.

The appendix has a few good points. The quality of execution point is interesting, but potentially could benefit from the ideas that inspired agile and scrum development. Similarly, the idea of adding superior value for customers via some competitive advantage with each stage is very nice.