Governing portfolios is without doubt a high-level function but does not remain unaffected by a company’s need for ambidextrous ways of working. Especially product portfolios pose a challenge to the traditional prioritization logic as these portfolios unify operational, growth, and transformational topics. Portfolio governance must adapt.
Adaptive Portfolio Management with Bee360
Governance has always been a delicate balancing act between control and agility. Typically, organizations start with a traditional governance style, which means a one-size-fits-all approach. As organizations build their digital businesses, governance must evolve beyond many of the controlled methods. This requires cultural changes in both IT and the business. (Gartner 2020)
Coming from a traditional governance style, portfolios now must account for the increasingly integrative nature of the digital business. Therefore, they account for the changing nature of demands(1), requirements, cadences, and budgeting.
Read more about adaptive portfolio management in Gartner’s article below. Contact us if you are interested in seeing adaptive portfolio management in action in Bee360.
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*Gartner, Use Adaptive Governance Styles for Portfolio Management, 20 May 2020, Sarah Davies, Joanne Kopcho. This graphic was published by Gartner, Inc. as part of a larger research document and should be evaluated in the context of the entire document. The Gartner document is available upon request from Clausmark GmbH. Gartner does not endorse any vendor, product or service depicted in its research publications and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved.