Choose the right innovation
targets before funding the
wrong ones.
A full pipeline is not the same as a strong innovation portfolio. TRIZ Asia helps connect market and business value to technical opportunity, future systems and the evidence needed for investment decisions.
Through its strategic partnership with GEN TRIZ, relevant engagements can access the GEN TRIZ Global Knowledge Network of more than 8,000 specialists across 25 countries.
Do you face any of these problems?
The portfolio contains ideas but no common decision logic
Product lines need a future technology direction
Innovation investment needs clearer value and risk assumptions
Too many innovation projects compete for the same resources
Leadership needs a stronger basis for stop, continue, pivot or invest decisions
The organization needs a roadmap that connects strategy to technical work
Then Innovation Portfolio & Roadmapping is the right fit for you
What TRIZ Asia does
Clarify strategic objectives and decision criteria
Identify Main Parameters of Value and their likely evolution
Assess current product, technology and capability positions
Map future pressures, enabling technologies and uncertainties
Structure options, evidence gaps and portfolio logic
Build practical decision gates and roadmap sequences
What you receive
A value and opportunity map
Clear portfolio decision criteria
Priority innovation platforms and technical problems
Alternative future trajectories and dependencies
A roadmap with evidence gates and next actions
How the engagement works
Frame
01Define the portfolio objective and decision owner.
Value
02Identify the parameters and outcomes that matter.
Position
03Map current products, technologies and capabilities.
Explore
04Develop future options and enabling paths.
Prioritize
05Compare options under explicit assumptions and evidence.
Roadmap
06Sequence decisions, tests, investments and capability needs.
Frequently Asked Questions
Yes. The approach connects business and customer value to technical opportunity, evidence, risk and future system requirements so that portfolio decisions have clearer logic.
The work establishes explicit decision criteria and Main Parameters of Value, then compares options under visible assumptions and evidence.
Yes. The engagement can connect current products, technologies and capabilities with future trajectories, enabling technologies, decision gates and next actions.
The portfolio can be structured around value, evidence, technical opportunity and decision gates to help leadership determine where to stop, continue, pivot or invest.