From Kehmet to Evolutive Portfolio©
The original concept was awarded twice under the name Kehmet
First by the Ministry of Finance Finland and later by the itSMF Finland
Evolutive Portfolio© concept is an improved spin off from that
Fast and adaptable
Client gets what is needed from day one
Evolutive Portfolio© draws upon more than 50 relevant frameworks and sources, making it highly adaptable to any business. With its comprehensive approach, it enables businesses to quickly grasp and tackle their problems with ease.
All execution styles for easy selection
Energy efficient implementation – Faster and better results for the client
The Evolutive Portfolio© concept encompasses all relevant project, program, and portfolio management practices, as well as agile and lean continuous development methodologies. The goal is to provide a comprehensive collection of execution approaches in one place, making it easy to select the most suitable method for the task at hand.
Direct connection between strategy and practice
Immediate focus on what matters most
Evolutive Portfolio© framework comprises widely recognized strategic management practices and incorporates customer knowledge and product offering management. This enables a direct alignment with the client’s strategic goals and core business, ensuring a fast focus on delivering maximum client benefit.
As a result, it becomes much easier to identify short and long-term improvement opportunities.
Relevant technology and regulation
Compliance and technology covered
In addition to its comprehensive strategic management practices and customer-centric approach, the Evolutive Portfolio© method stack encompasses crucial elements of business and technology architecture design, as well as key regulatory areas including sourcing, data protection, privacy, and accessibility.
Simplification of key enterprise management processes
Business needs constant care – just like the rolling wheel needs constant energy
A wheel keeps on turning as long as power is supplied to it. However, if the power is cut off, the wheel will gradually slow down, until it halts. The efficiency of the wheel’s performance also depends on how effectively the power is transmitted to the ground. The interaction between the steering, power, and ground creates friction, which can result in the overuse of power and decreased performance. Therefore, it is important to ensure that the power is conveyed to the wheel and ground in a way that minimizes friction and maximizes efficiency.
Strategy and direction matters – just like direction of the wheel’s movement matters
To effectively direct a movement, energy must be applied with a clear direction in mind. Precise steering is essential to keep the wheel on the road, while good visibility of the surroundings is crucial for anticipating the next turn. Without these elements, it’s easy to lose direction and veer off course.
How the wheel metaphor applies to business
In the business context, the wheel refers to the ability to run operations efficiently, respond quickly to changes in the environment, deliver high-quality products, and anticipate future challenges. By achieving smooth management, businesses can optimize their resources, reduce waste, and improve their bottom line. It also enables them to pivot their strategy when needed, helping them stay ahead of the competition and adapt to changing market conditions.
Fast coverage of key business aspects
Strategic insight and business environment observation:
The business wheel© concept provides a coherent setup for a continuous strategic management loop. Its job is to continuously observe business impacting phenomena and continuously identify what needs to be updated in business capabilities as well as in the business targets and objectives.
It provides the means for true data driven leadership.
Constant business orientation through all organizational layers:
The business wheel© then shows how to setup a smooth and fast collaboration through all units, departments and teams so that the whole organization is behind the strategic goals at all times. Its job is to enable fast and low-friction corrections in all organizational pieces, when targets are being adjusted. It bases on the ‘catchball’ practice, which means that re-targeting never bases on ‘ivory tower’ management but uses the knowledge from all the organizational layers.
It provides true collaboration in business targeting.
Seamless cascade to implementation and nimble operational steering:
The business wheel© provides the means for setting up continuous steering in nimble and well structured decision bodies. It is about quarterly, monthly and weekly reporting against the set targets and triggering corrective action needs. What is different from organization centricity is that the steering should base on the service and offering structure, instead of a business function and disengaged projects.
It provides steering by the service offering and customer knowledge, instead of unit structures only
Implementation and empowering:
The business wheel© proposes a setup for always in tact offering portfolios, customer segments and value streams. They form a key basis for all implementation of constant changes and updates.
It covers the setup of truly managing customer journeys. I.e. in which situations customers consider your product and how to lead the customer to acquiring it. It connects customer seamlessly with the relevant product offering. It makes sure that the internal processes efficiency is transparent and it makes customer care and support performance visible.
Then it connects all that with ease to projects and implementation on a continous basis – without necessarly needing one-off studies at all or at least boosting their performance. It takes care of product lifecycles so that products and processes stay fresh at all times. Development activities can be run using agile investment guardrails, instead of individual investment decisions, which also improves speed and performance and takes care of the big picture.
Total value loop:
Disengaged corrective actions do not generate the continuous spin of improvement but a twitch and stop. Fragmented projects that do not build up long-term roadmaps, easily lack critical mass to penetrate organizations ways of working. This is particularly problematic with paradigmatic changes, which can take a decade to cascade into a corporate culture. Continuous operation of the above multiplies the value potential.