Innovation and Ontologies

86 Roadmap for the Fuzzy Front End
The different (technology) portfolios (cf. synopsis in table 21) have three characteristics in common
(Abele, 2006; Brandenburg, 2002; Bullinger, 1994; Gerpott, 2005a; Meffert & Bruhn, 2006;
Pfeiffer et al., 1991; Wolfrum, 1994):
Integration of two
dimensions
Delivery of two
results
Proceeding
Common Characteristics of Portfolios
internal corporate (e.g. capabilities) and external environmental (e.g. technological
lifecycle) factors
analysis of current portfolio via position and distribution of the projects in the
portfolio as well as deduction of norm strategies (invest, select, disinvest), depending
on the position of the projects in the portfolio
• Definition of objects of analysis: technology, customer, market etc.
• Gathering of relevant information in order to calculate values for both axes
• Positioning of the objects in the portfolio; visual representation in a matrix
• Deduction of norm strategies
table 22 Characteristics of portfolios
Portfolios bring about the powerful support of visualization. Graphics are often better accessible
than numbers and lists. The most common graphical representation 109 is the bubble diagram
illustrated in the following overview:
• two-dimensional grid, axes show criteria for
evaluation (e.g. risk-reward matrix)
• ideas represented as bubbles; size of bubble
according represents third criterion (e.g.
necessary spending)
• arrangement of intended balance across the fields
two-dimenaccording to company’s innovative
strategy
Bubble Diagram
internal
criteria
scale
figure 29 Portfolio representation with bubble diagram
Bubble diagrams are not decision-models, but rather display information: they depict the current
portfolio – ‘as is’. Consequently, they provide for a good starting point to come from ‘as is’ to the
discussion of ‘to be’ and the according allocation of resources.
The advantages of the portfolio approach start with its capacity to make information intuitively
accessible, visualize complex contexts, and create transparency of decision while integrating at
least two key factors. By indication of norm strategies, portfolios can furthermore contribute to
decision-making about the allocation of resources. Especially in companies with diversified
activities, the portfolio approach is also a useful basis for communication among senior
management (Meffert & Bruhn, 2006; Mueller-Stewens & Lechner, 2005).
109 Robert Cooper has repeatedly stressed the importance of graphical representations, (e.g. in Cooper & Edgett (1997a & 1997b) and Cooper,
Edgett & Kleinschmidt (2002b). Out of the countless publications on presentation, Zelazny (2001) has become particularly famous and is
hence exemplarily referred to.
scale
external
criteria