Navigating Investments for Transformation in a Travelling Organization

Previous patent remedies are no longer sufficient to manage the investment portfolios of companies. In addition to the dynamics and scaling of new topics (such as artificial intelligence and data science) and the diversity of the appropriate management formats (sequential or spiral project models, iterative, and agile models, crisis interventions, strategic programs, etc.), it is the required speed of development, the rapid succession of updates, the consideration of different ways of working and interests from organizational hybridity which place new demands on management. The simple hierarchy can no longer do this in an ideal fashion. For the development of a future-proof concept for a new navigation of transformation portfolios that can cope with this diversity, a framework of practices, criteria, and principles for joint evaluation and development is needed that is accepted and agreed upon by all stakeholders. These principles include ensuring that the decision-making process from the purpose and objectives of the enterprise to implementation in rapid projects has end-to-end agility, i.e., from recognizing the need for transformation to strategies, from these strategies to rapidly transformable projects to deliver benefit with corresponding continuous and end-to-end feedback processes. This must be the core of the traveling organization’s navigation in terms of tools, practices, and mindset. The chapter ends with a look at the challenges of transforming from the current to a new, significantly more effective, investment portfolio navigation system. The capabilities for future navigation need to be built into the transition from the outset. Therefore, a rapid, iterative approach with portfolio prototyping is suggested. The transformation of the portfolio process is itself an investment. Do we want to invest in it? Is this investment a priority for us?