The index below includes terms that are frequently used in BRI's resource materials, the Growth Forge software, in the course of performing our services. They may often be used by, and in many cases, coined by other experts and academics working in the new business growth and innovation strategy domain. We started maintaining a collection of them here for the convenience of our clients.
Within Growth Forge Software, Point of View (POV) is internal shorthand for the sponsoring organization or solution offering that a project represents. All other value network actors and their roles are defined relative to the POV. In customer-facing material, this is typically referred to simply as the organization or the offering.
The collection of active new product/business venture investments with an intentional diversity mix to balance risk and potential return, and or the timing of potential returns. A portfolio strategy assumes that poor performing options will be weeded out and more compelling options will receive continued investment.
The nesting of multiple portfolios under enterprise-wide views, organized by business unit, geography, strategic theme, or any dimension that matches how innovation is governed. Each sub-portfolio has its own objective and configuration; the enterprise view aggregates them, supporting both operational management and executive visibility.
The intentional distribution of resources and projects across the project classes that operationalize a portfolio's growth objective. The mix translates strategy into a category-level distribution; it must be set in resource-allocation terms first, with project counts derived from per-class profiles.
Probabilistic modeling of a portfolio's expected outcomes using Monte Carlo simulation across archetypal cashflow profiles per project class. Produces probability distributions for portfolio investment, revenue, profit by class, and aggregate survival rates. Used to forecast investment fund requirements and set realistic per-stage benchmark ranges.
The measurable growth outcome a portfolio is assembled to deliver. The outer-loop grounding for all portfolio-level decisions about mix, allocation, pace, and termination criteria. Without a defined Portfolio Objective, there is no basis for evaluating whether the portfolio is sized or composed appropriately.
