As a leading innovation company with 1600 employees in Germany, United Kingdom, Austria, Serbia, Bulgaria, Singapore, Hong Kong, Portugal, Switzerland and Vietnam, Zühlke has always some ongoing and planned strategic initiatives.
Many organizations still rely on annual planning cycles with large upfront budgets, waterfall-style gate reviews, and business cases that are written solely to secure funding. The result is often a massive overload of initiatives, poor quality, delayed projects, and a fundamental disconnect between output and actual business impact. In this talk, my colleague and I share how we introduced Lean Portfolio Management at Zühlke Engineering, what we achieved in our first MVP after six months, and where we plan to go next.
How can strategy be translated into execution in a transparent, lean, and scalable way?
What This Talk Covers # In this session, we share how Zühlke introduced Lean Portfolio Management (LPM) based on SAFe and adapted it to the organizational context. We show how we built an MVP for LPM by combining a portfolio kanban, transparent epic and roadmap management, and group-wide OKRs to improve strategic alignment and decision-making.
