Forming Opportunity Portfolios

Imagine that you’re a coach charged with assembling an Olympic soccer team. Would you simply recruit the eleven best players available? What if five were goalies? What if all eleven had outstanding talent but little match experience? You can’t maximize the success of a soccer team by hiring the best individual players. In the same way, you don’t obtain the best innovation portfolio by picking those opportunities that are—in isolation—the most valuable. Considering each opportunity independently and simply selecting the most valuable ones fails because of interdependencies among them. Portfolio management, ...

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