Forming and filling the company's portfolio with initiatives aimed at multiplying EBITDA through new economies, implementing the strategy, and increasing profits in current and new areas
Experienced in digital transformation of large businesses and implementation of product approach, creation of digital functions, Product Owners functions, development of internal Expertise Centers since 2013. Expert in digital transformation at several business schools in Russia and abroad. Current portfolio in many industrial companies with responsibility to shareholders and top management.
Founder of Neuromap
Leading expert on digital transformation, product approach, strategy and portfolio management
Leading expert on strategy and portfolio management
Experienced in building international teams, developing and bringing startups to global markets, collaborating with leading business communities, business consulting. Guest lecturer at business schools, Duke University expert in behavioral economics. Experienced in building strategies and portfolios of large businesses. Portfolio - graduates of SKOLKOVO School of Management CDTO course
Problems you will solve
Implementing a strategy with a guaranteed result
It is necessary to form groups of initiatives aimed at achieving specific business strategic priorities that are updated as the strategy is actualized.
Multiple profit growth from the current portfolio without additional budget
It is necessary to redesign the current initiatives portfolio to reallocate resources, ensuring multiple increase in profits without incurring additional costs
Profitability of products in specific areas
Competent allocation of resources and transparent management of tasks in product, functional and other areas, growth drivers is required
Effective use of employees' potential
Employees come up with ideas that have the potential to generate additional EBITDA, but they do not fit into the operating model and are not implemented
Resolution of blockers in the initiatives implementation
Initiatives of different blocks conflict with each other, there is a lack of a single transparent management system and the interconnection of initiatives to help achieve PnL
Fast Time to market and provision of initiatives PnL
Achievement of the economic effect of initiatives is not clearly monitored, businesses do not have time to implement initiatives, responding to market changes
Initiatives portfolio, ensuring the implementation of the strategy
Each initiative in the portfolio is aimed at achieving a specific strategic priority, and metrics are fixed for tracking the achievement of strategic goals
Portfolio aims at a multiplication of revenues without increasing costs
You get a redesigned and prioritized initiatives portfolio, skills to update it, so there is a multiple revenue growth of the portfolio without the additional costs of initiatives
Portfolio segmentation for transparent management by blocks and areas
Formation and mastering of skills to create portfolios: functional, product, cost reduction, infrastructure (IT), portfolio by drivers, product directions, revenue streams
Generation and implementation of new initiatives and new EBITDA models
Creativity and proposing new ideas becomes a regular practice in the company, backed by a system for managing initiatives in the portfolio, quickly testing hypotheses and taking only viable ones to work
A well-established system for initiative management and blocker resolution
A single framework structure for initiative management from idea generation to development, hypothesis testing, pilot implementation, and economic impact scaling
Efficient use of portfolio resources with TTM and PnL control
Metricization of initiatives portfolio with step-by-step tracking of the achievement of economic effect, a clear understanding of the return on investment from the planned and implemented initiatives
Initiatives portfolio: strategy implementation
Digital and product transformation model of a large business. Basic tools of strategy and portfolio management
Basics of portfolio management: Discovery and Delivery of the portfolio
Evaluation of investments in the portfolio
Generation of portfolio initiatives
Formation of the primary initiatives portfolio that meet today's economic challenges and are aimed at achieving strat.priorities and generating EBITDA
Prioritization of initiatives in the portfolio
Strategic justification of initiatives
Transforming long-term initiatives into short-term ones
Case studies of portfolio management in large companies
Grouping of different types of initiatives in appropriate portfolios (Cost reduction, infrastructure, functional, innovative, product, functional) for their effective management
Practice of forming portfolios of different types based on the primary portfolio of initiatives: functional, product, by drivers, etc.
Case studies of portfolios of large companies
Formation of portfolios of functions that allow to effectively perform their tasks and cross-functionally achieve the stated strategic priorities of the company.
Functional portfolio: filling, criteria for allocation of initiatives to functions
Practice of forming a functional portfolio, justification of the distribution of initiatives into functions, functional metrics
Case studies of functional portfolios of large companies
Formation of product portfolio and filling it with competitive products aimed at EBITDA and achievement of strategic priorities
Product portfolio: filling, product lines, peculiarities of justification of initiatives
The practice of forming product portfolios, distribution of initiatives by product/sector, and product metrics
Case studies of product portfolios of large companies
Economic justification of portfolio initiatives
Management of economic models of initiatives, achievement of strategic priorities and EBITDA via the metrics tree
Approaches to the business case for different types of initiatives. Economics of initiatives
Practice for calculating PnL and business cases for different types of initiatives
Case studies of economic justification of initiatives
Portfolio implementation: Steering committees
Quick resolution of blockers in promoting initiatives from idea to profit, flexible budgeting and risk management
Steering committees - a tool for promoting PnL and TTM initiatives of the portfolio according to the stage gates model (L0 - L6)
Practice of forming a list of blockers, model of steering committees for stages Lo- L6, steering committee for blockers
Case studies of portfolio implementation management and steering committees in large companies
10+ years of experience in large business digital transformation
10+ client companies from Forbes 200, 20+ client companies from RBC 500
30+ senior experts, 10+ years in digital transformation, product approach
+10% of EBITDA over the first 3 years on average comes from digital transformation
Problem&Project based learning
Training is practice-oriented. All skills are practiced in the implementation of specific projects aimed at solving the tasks of functions related to the company's strategy.
The educational process is based on a blended learning methodology (offline + online, synchronous and asynchronous). Such combination helps to make it more effective and engaging.
Training takes place in the business role of Top Manager/Chief of Function, appropriate to market benches (artifacts, practices, knowledge) and tailored to the specifics of the corporation.
CoP and Peer-to-peer
Community of practice and Peer-to-peer methodologies are applied during training, based on collaboration, sharing experiences, cases, and peer-to-peer insights.
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We use our own edtech platform for role-based learning
Neuromap specializes in digital and product transformation, product approach implementation, top management and in-house training. Diving deep into the client's problems, we personalize all programs and training materials to achieve measurable business results.
International expert level
More than 30 senior level experts with 10+ years of experience in product approach implementation, digital transformation, product development, Digital Role Schools launch, tracking
Launch and support of Expertise Centers
15+ corporate universities based on the Expertise Center model with over 30 digital roles (Product Owner, Scrum Master, Data Scientist, Data Engineer, Architect, etc.)
Strategy and portfolio management: 10+ years of experience
20+ clients from the RBK 500, 10+ from the Forbes 200, 20+ portfolios, portfolio management initiatives from $2 to $50 million, result of +10% EBITDA in the first 3 years of digital transformation
Proprietary LXP platform
Teal.One's proprietary LXP platform for expertise scale and initiative portfolio management, used in large Russian and foreign companies
Launch of Product Owners and other roles schools
30+ schools of Top Managers, Product Owners, Scrum-masters, Data-analytics, Data Science. 500+ people trained. Over $100,000,000 effect on companies from trained employees
Framework for initiative management
TTM effect on initiatives due to framework implementation is reduced to 3-9 months. 30+ frameworks developed in industries: banking, industry, telecom, medicine, etc.
Digital competency training
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Portfolio management and risk diversification
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