Management of Portfolios (MoP®) provides a set of principles, techniques and practices to help organisations ensure their programmes and projects contribute to strategic objectives. In our experience, the key to success is the ability to focus on investing in the … Continue reading
Category Archives: White Papers
Decision Conferencing Rationalises Defence Training
A new paper ‘Practice Summary: Decision Conferencing Rationalises Defence Training’ has been published by The Institute for Operations Research and the Management Sciences (INFORMS). This paper was written by members of the Catalyze team and is available for download: Decision … Continue reading
What is Strategic Portfolio Management?
Successful organisations make strategic choices about which activities should be implemented to deliver their vision. These choices form the strategic portfolio. Decisions at this level can significantly impact the success of the organisation. This document ‘What is Strategic Portfolio Management?’ … Continue reading
Balancing capability and affordability for complex engineering systems
‘Balancing capability and affordability for complex engineering systems’ is a joint-paper by Malcolm Courts of BAE Systems Maritime, Nigel Osborne of BAE Systems Maritime and Peter Miles of Catalyze. Synopsis In the design of a major new military platform there … Continue reading
Perspectives on R&D Portfolio Prioritisation
For many organisations the R&D portfolio is the life blood of the business – reshaping products and markets, and ultimately driving strategy. Needless to say it’s important that your R&D efforts are focused on the right opportunities – aligning your … Continue reading
Perspectives on Strategy
Much is said and written about strategy. And in many organisations, perhaps more is said and written than is done – strategy is somehow disconnected from the day-to-day operations of the business, which carries on much as usual, perhaps with … Continue reading
Decision Conferencing
Generating a sense of common purpose and agreeing the way forward is often desired in organisations but not always achieved. The reasons are many: local concerns may conflict with the aims of the organisation, personalities may clash, individuals may be … Continue reading