Portfolio review
- For a stop decision: 0 projects, GBP 0 spent.
- Continuing: 0.
Executive Intelligence · Technology and Innovation
Innovation Portfolio Intelligence
Ideas and experiments with stage gates, spend and evidence of outcome.
Demonstration: Pellam Diagnostics Ltd (fictional) · Medical devices. Fictional data and a scripted answer.
The situation
- Organisation
- Pellam Diagnostics Ltd (fictional)
- Who is asking
- Head of innovation
- Industry
- Medical devices
- What happened
- Fourteen innovation projects are funded, and the committee suspects several are no longer going anywhere.
The question asked
Which innovation projects are stalled or overspent, and should they continue?
What it reads, and who can see the result
- Project stage-gate data registerStage, spend and time at stage.
- Reads
- Stage, spend and dates per project.
- Does not read
- Technical designs.
- Permission
- Innovation office access.
- Who sees it
- The head of innovation and the innovation committee.
Try it
Review each flagged record: confirm it or dismiss it. The totals and the answer below follow your decisions.
| Project | Stage | Time at stage | Spend to date (GBP) | Finding | Decision |
|---|---|---|---|---|---|
| Portable analyser | Prototype | 6 months | 0 | Matched | None needed |
| Remote calibration | Concept | 19 months | 640,000 | Nineteen months at concept stage; rule allows twelve | |
| Reagent cartridge redesign | Validation | 5 months | 0 | Matched | None needed |
| AI image reader | Prototype | 14 months | 1,900,000 | Spend is 160% of the stage budget | |
| Cold-chain sensor | Concept | 4 months | 0 | Matched | None needed |
| Smart consumables tracking | Prototype | 11 months | 820,000 | Sponsor left the company; no owner |
- Flagged
- 3 of 6 · GBP 3,360,000
- Review for stopping
- 0 · GBP 0
- Continue
- 0 · GBP 0
- Undecided
- 3 · GBP 3,360,000
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
3 of 6 projects break the stage-gate rules, GBP 3,360,000 spent on them.
Three projects are stalled, overspent or ownerless under the committee's own rules [S1][S2]. A project can be late and still worth finishing; the rule exists to make the committee decide, not to cancel automatically.
You have chosen to review 0 for stopping (GBP 0 spent) and to continue 0 (GBP 0); 3 are undecided. Money already spent should not be the argument for spending more.
Relies on: S1 · Innovation portfolio registerS2 · Stage-gate rules
Review and approval
The head of innovation with the committee chair decides. Approving puts the projects chosen on the committee's agenda for a continue-or-stop decision. It does not stop any project.
Not ready to approve. 3 flagged projects are still undecided. Confirm or dismiss each one first.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- Rules flag; they do not judge the merit of a project.
- Spend to date is a sunk cost.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
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