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In 2021 the group executive decided introducing a state-of-the-art portfolio management.",{"tag":10,"attributes":19},{"name":20,"content":17},"abstract",{"tag":10,"attributes":22},{"name":23,"content":24},"icbm","51.525772, -0.082716",{"tag":26,"attributes":27},"link",{"rel":28,"href":29},"shortlink","https:\u002F\u002Fcms.zuehlke.com\u002Fapi\u002Fgraphql",{"tag":26,"attributes":31},{"rel":32,"href":33},"canonical","https:\u002F\u002Fcms.zuehlke.com\u002Fen\u002Finsights\u002Flean-portfolio-management-at-zuhlke",{"tag":10,"attributes":35},{"name":36,"content":37},"robots","index, 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Zühlke",{"tag":10,"attributes":67},{"property":68,"content":17},"og:description",{"tag":10,"attributes":70},{"property":71,"content":72},"og:image","https:\u002F\u002Fcms.zuehlke.com\u002Fsites\u002Fdefault\u002Ffiles\u002Fstyles\u002Fmax_1300x1300\u002Fpublic\u002Fimages\u002Flean-portfolio-management.jpg?itok=m87YHLeU",{"tag":10,"attributes":74},{"property":71,"content":75},"https:\u002F\u002Fcms.zuehlke.com\u002Fsites\u002Fdefault\u002Ffiles\u002Fimages\u002Fzuhlke_innovation_social.jpg",{"tag":10,"attributes":77},{"property":78,"content":72},"og:image:url",{"tag":10,"attributes":80},{"property":78,"content":75},{"tag":10,"attributes":82},{"property":83,"content":72},"og:image:secure_url",{"tag":10,"attributes":85},{"property":83,"content":86},"https:\u002F\u002Fwww.zuehlke.com\u002Fsites\u002Fdefault\u002Ffiles\u002Fimages\u002Fzuhlke_innovation_social.jpg",{"tag":10,"attributes":88},{"property":89,"content":90},"og:updated_time","2025-11-20",{"tag":10,"attributes":92},{"property":93,"content":94},"og:image:alt","image",{"tag":10,"attributes":96},{"property":97,"content":98},"place:location:latitude","46.947944",{"tag":10,"attributes":100},{"property":101,"content":102},"place:location:longitude","7.438014",{"tag":10,"attributes":104},{"property":105,"content":106},"og:street_address","80 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picture: four big yellow arrows",334357,"image\u002Fjpeg",[223,228,229,233,236],{"name":224,"url":225,"width":226,"height":227},"FOCAL_POINT32_SMALL","https:\u002F\u002Fcms.zuehlke.com\u002Fsites\u002Fdefault\u002Ffiles\u002Fstyles\u002Ffocal_point_3_2_small\u002Fpublic\u002Fimages\u002Flean-portfolio-management.jpg.webp?itok=314La9VE",800,533,{"name":224,"url":225,"width":226,"height":227},{"name":230,"url":231,"width":217,"height":232},"FOCAL_POINT169_MEDIUM","https:\u002F\u002Fcms.zuehlke.com\u002Fsites\u002Fdefault\u002Ffiles\u002Fstyles\u002Ffocal_point_16_9_medium\u002Fpublic\u002Fimages\u002Flean-portfolio-management.jpg.webp?itok=UYjMCgg3",638,{"name":234,"url":235,"width":217,"height":232},"FOCAL_POINT169_LARGE","https:\u002F\u002Fcms.zuehlke.com\u002Fsites\u002Fdefault\u002Ffiles\u002Fstyles\u002Ffocal_point_16_9_large\u002Fpublic\u002Fimages\u002Flean-portfolio-management.jpg.webp?itok=748EUFdL",{"name":234,"url":235,"width":217,"height":232},"lean-portfolio-management.jpg",{"processed":239},"\u003Cp>As a leading innovation company Zühlke has always some ongoing and planned strategic initiatives. In 2021 the group executive decided introducing a state-of-the-art portfolio management.\u003C\u002Fp>",{"id":214,"sharedMediaLegend":204,"mediaImage":241,"name":237},{"url":216,"width":217,"height":218,"alt":219,"title":204,"size":220,"mime":221,"variations":204},[243,250,256,262,269,280,286,292],{"__typename":244,"id":245,"ctaLink":204,"pgSharedText":246,"pgSharedTitle":204,"pgSharedCtaLink":204},"ParagraphPgText","23768",{"value":247,"processed":248,"format":249},"\u003Cp class=\"text-lead\">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.\u003C\u002Fp>\r\n\r\n\u003Cp class=\"text-lead\">In 2021 the group executive decided introducing a state-of-the-art portfolio management.\u003C\u002Fp>\r\n","\u003Cp class=\"text-lead\">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.\u003C\u002Fp>\n\n\u003Cp class=\"text-lead\">In 2021 the group executive decided introducing a state-of-the-art portfolio management.\u003C\u002Fp>","full_html",{"__typename":244,"id":251,"ctaLink":204,"pgSharedText":252,"pgSharedTitle":255,"pgSharedCtaLink":204},"12519",{"value":253,"processed":254,"format":249},"\u003Cp>Zühlke Lean Portfolio Management adds better decision making and a lean approach to strategic group initiatives\u003C\u002Fp>\r\n\r\n\u003Cp>Group executives want an open, comprehensive Portfolio, and expects:\u003C\u002Fp>\r\n\r\n\u003Cul>\r\n\t\u003Cli>Transparency, fosters alignment for goals and initiatives\u003C\u002Fli>\r\n\t\u003Cli>Continuously care about strategic goals\u003C\u002Fli>\r\n\t\u003Cli>More holistic decision making due to “north star” and improved WIP (work in progress) view\u003C\u002Fli>\r\n\t\u003Cli>Professionalize portfolio management to facilitate benefits over time, including cost.\u003C\u002Fli>\r\n\u003C\u002Ful>\r\n\r\n\u003Cp>Group executives and the board wants us to do change initiatives in a lean approach and expects:\u003C\u002Fp>\r\n\r\n\u003Cul>\r\n\t\u003Cli>Faster learnings, results and feedback\u003C\u002Fli>\r\n\t\u003Cli>Improve effectiveness (adapt\u002Ffail fast\u002Freduce waste)\u003C\u002Fli>\r\n\t\u003Cli>Reduce work in progress – “getting things done”\u003C\u002Fli>\r\n\t\u003Cli>Requires splitting large initiatives into MVP (minimum viable product) and succeeding iterations\u003C\u002Fli>\r\n\u003C\u002Ful>\r\n","\u003Cp>Zühlke Lean Portfolio Management adds better decision making and a lean approach to strategic group initiatives\u003C\u002Fp>\n\n\u003Cp>Group executives want an open, comprehensive Portfolio, and expects:\u003C\u002Fp>\n\n\u003Cul>\n\t\u003Cli>Transparency, fosters alignment for goals and initiatives\u003C\u002Fli>\n\t\u003Cli>Continuously care about strategic goals\u003C\u002Fli>\n\t\u003Cli>More holistic decision making due to “north star” and improved WIP (work in progress) view\u003C\u002Fli>\n\t\u003Cli>Professionalize portfolio management to facilitate benefits over time, including cost.\u003C\u002Fli>\n\u003C\u002Ful>\n\n\u003Cp>Group executives and the board wants us to do change initiatives in a lean approach and expects:\u003C\u002Fp>\n\n\u003Cul>\n\t\u003Cli>Faster learnings, results and feedback\u003C\u002Fli>\n\t\u003Cli>Improve effectiveness (adapt\u002Ffail fast\u002Freduce waste)\u003C\u002Fli>\n\t\u003Cli>Reduce work in progress – “getting things done”\u003C\u002Fli>\n\t\u003Cli>Requires splitting large initiatives into MVP (minimum viable product) and succeeding iterations\u003C\u002Fli>\n\u003C\u002Ful>","Our ambition",{"__typename":244,"id":257,"ctaLink":204,"pgSharedText":258,"pgSharedTitle":261,"pgSharedCtaLink":204},"12520",{"value":259,"processed":260,"format":249},"\u003Cul>\r\n\t\u003Cli>We decided to apply the \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Flean-portfolio-management\u002F\" target=\"_blank\">lean portfolio management\u003C\u002Fa> from the \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002F\" target=\"_blank\">SAFe® framework\u003C\u002Fa> for our portfolio of change initiatives.\u003C\u002Fli>\r\n\t\u003Cli>SAFE® has become the quasi-industry-standard for lean enterprises.\u003C\u002Fli>\r\n\t\u003Cli>Zühlke supports clients in transforming into lean enterprises and we wanted to “eat our own dogfood”.\u003C\u002Fli>\r\n\t\u003Cli>SAFE® provides valuable guidance and templates for the lean portfolio management.\u003C\u002Fli>\r\n\u003C\u002Ful>\r\n","\u003Cul>\n\t\u003Cli>We decided to apply the \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Flean-portfolio-management\u002F\" target=\"_blank\">lean portfolio management\u003C\u002Fa> from the \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002F\" target=\"_blank\">SAFe® framework\u003C\u002Fa> for our portfolio of change initiatives.\u003C\u002Fli>\n\t\u003Cli>SAFE® has become the quasi-industry-standard for lean enterprises.\u003C\u002Fli>\n\t\u003Cli>Zühlke supports clients in transforming into lean enterprises and we wanted to “eat our own dogfood”.\u003C\u002Fli>\n\t\u003Cli>SAFE® provides valuable guidance and templates for the lean portfolio management.\u003C\u002Fli>\n\u003C\u002Ful>","What we did",{"__typename":263,"id":264,"caption":204,"captionSecondary":204,"pgSharedTitle":265,"pgMediaRefMedia":266,"secondaryImage":204,"edgeToEdge":204,"fullWidth":204},"ParagraphPgMedia","12673","Learn more in our Video:",{"id":267,"mediaOembedVideo":268},"4899","https:\u002F\u002Fwww.youtube.com\u002Fwatch?v=3z5INL67MJU",{"__typename":244,"id":270,"ctaLink":271,"pgSharedText":275,"pgSharedTitle":278,"pgSharedCtaLink":279},"12521",{"title":272,"url":273,"internal":274},"Find our SAFe courses here","https:\u002F\u002Fwww.zuehlke.com\u002Fen\u002Facademy?certifications%5B0%5D=22#section-9683",false,{"value":276,"processed":277,"format":249},"\u003Cul>\r\n\t\u003Cli>We have a vision and \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fstrategic-themes\u002F\" target=\"_blank\">strategic themes\u003C\u002Fa> on enterprise level\u003C\u002Fli>\r\n\t\u003Cli>We have \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fepic\u002F\">epics\u003C\u002Fa> and \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fepic-owner\u002F\" target=\"_blank\">epic owners\u003C\u002Fa> – an epic in our case is identical to a change initiative. We have a Confluence page with the major information, including the hypothesis and – for large initiatives - a lean business case.\u003C\u002Fli>\r\n\t\u003Cli>We have a \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fportfolio-kanban\u002F\" target=\"_blank\">Portfolio Kanban\u003C\u002Fa> with the epics and an epic \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Froadmap\u002F\" target=\"_blank\">roadmap\u003C\u002Fa>\u003C\u002Fli>\r\n\t\u003Cli>We have a \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Flean-portfolio-management\u002F\" target=\"_blank\">portfolio team\u003C\u002Fa> that includes a top executive, a portfolio manager, a LPM consultant and an enterprise architect.\u003C\u002Fli>\r\n\t\u003Cli>We are establishing \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Foperational-value-streams\u002F\" target=\"_blank\">operational value streams\u003C\u002Fa>.\u003C\u002Fli>\r\n\t\u003Cli>We don’t have \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fdevelopment-value-streams\u002F\" target=\"_blank\">development value streams\u003C\u002Fa>. Therefore, we cannot simply put epics in the backlog and enabling the value streams to pull them. We still need to decide, which epics from the backlog to implement and we can hardly do lean budgeting in change initiative portfolio (in other portfolios this is already possible see \u003Ca href=\"https:\u002F\u002Fwww.zuehlke.com\u002Fen\u002Finsights\u002Fparticipatory-budgeting-financing-in-the-21st-century\" target=\"_blank\">Participatory budgeting – financing in the 21st century\u003C\u002Fa>).\u003Cbr \u002F>\r\n\tThe epic roadmap is currently most important artifact to limit “work in progress” on group level.\u003C\u002Fli>\r\n\u003C\u002Ful>\r\n\r\n\u003Cp>We used the opportunity and introduced some Zühlke specifics:\u003C\u002Fp>\r\n\r\n\u003Cul>\r\n\t\u003Cli>In addition to the «initiative» epics, we encourage putting «goal» epics into the \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fportfolio-kanban\u002F\" target=\"_blank\">funnel\u003C\u002Fa> of the Portfolio Kanban.\u003C\u002Fli>\r\n\t\u003Cli>We introduced OKRs for alignment and tracking groupwide using the same tool (\u003Ca href=\"https:\u002F\u002Fgtmhub.com\u002F\" target=\"_blank\">gtmhub\u003C\u002Fa>). This allows us to conveniently keep track of goals and initiatives in the same tool that leadership team uses for setting and tracking their business goals. All staff can view what’s going on.\u003C\u002Fli>\r\n\u003C\u002Ful>\r\n","\u003Cul>\n\t\u003Cli>We have a vision and \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fstrategic-themes\u002F\" target=\"_blank\">strategic themes\u003C\u002Fa> on enterprise level\u003C\u002Fli>\n\t\u003Cli>We have \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fepic\u002F\">epics\u003C\u002Fa> and \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fepic-owner\u002F\" target=\"_blank\">epic owners\u003C\u002Fa> – an epic in our case is identical to a change initiative. We have a Confluence page with the major information, including the hypothesis and – for large initiatives - a lean business case.\u003C\u002Fli>\n\t\u003Cli>We have a \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fportfolio-kanban\u002F\" target=\"_blank\">Portfolio Kanban\u003C\u002Fa> with the epics and an epic \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Froadmap\u002F\" target=\"_blank\">roadmap\u003C\u002Fa>\u003C\u002Fli>\n\t\u003Cli>We have a \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Flean-portfolio-management\u002F\" target=\"_blank\">portfolio team\u003C\u002Fa> that includes a top executive, a portfolio manager, a LPM consultant and an enterprise architect.\u003C\u002Fli>\n\t\u003Cli>We are establishing \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Foperational-value-streams\u002F\" target=\"_blank\">operational value streams\u003C\u002Fa>.\u003C\u002Fli>\n\t\u003Cli>We don’t have \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fdevelopment-value-streams\u002F\" target=\"_blank\">development value streams\u003C\u002Fa>. Therefore, we cannot simply put epics in the backlog and enabling the value streams to pull them. We still need to decide, which epics from the backlog to implement and we can hardly do lean budgeting in change initiative portfolio (in other portfolios this is already possible see \u003Ca href=\"https:\u002F\u002Fwww.zuehlke.com\u002Fen\u002Finsights\u002Fparticipatory-budgeting-financing-in-the-21st-century\" target=\"_blank\">Participatory budgeting – financing in the 21st century\u003C\u002Fa>).\u003Cbr>\n\tThe epic roadmap is currently most important artifact to limit “work in progress” on group level.\u003C\u002Fli>\n\u003C\u002Ful>\n\n\u003Cp>We used the opportunity and introduced some Zühlke specifics:\u003C\u002Fp>\n\n\u003Cul>\n\t\u003Cli>In addition to the «initiative» epics, we encourage putting «goal» epics into the \u003Ca href=\"https:\u002F\u002Fwww.scaledagileframework.com\u002Fportfolio-kanban\u002F\" target=\"_blank\">funnel\u003C\u002Fa> of the Portfolio Kanban.\u003C\u002Fli>\n\t\u003Cli>We introduced OKRs for alignment and tracking groupwide using the same tool (\u003Ca href=\"https:\u002F\u002Fgtmhub.com\u002F\" target=\"_blank\">gtmhub\u003C\u002Fa>). This allows us to conveniently keep track of goals and initiatives in the same tool that leadership team uses for setting and tracking their business goals. All staff can view what’s going on.\u003C\u002Fli>\n\u003C\u002Ful>","Where we are after our 6-month MVP",{"title":272,"url":273,"internal":274},{"__typename":244,"id":281,"ctaLink":204,"pgSharedText":282,"pgSharedTitle":285,"pgSharedCtaLink":204},"12522",{"value":283,"processed":284,"format":249},"\u003Cul>\r\n\t\u003Cli>Positive - Strategic Themes are the “north star” for yearly goals and epics.\u003C\u002Fli>\r\n\t\u003Cli>Positive: Transparency about strategic initiatives across the entire group\u003C\u002Fli>\r\n\t\u003Cli>Positive: Support to elicit strategic goals and track implementation progress\u003C\u002Fli>\r\n\t\u003Cli>Positive Zühlke add-on: We encourage entering goals as well as epics into the Portfolio Kanban.\u003C\u002Fli>\r\n\u003C\u002Ful>\r\n\r\n\u003Cul>\r\n\t\u003Cli>Todo: Implement initiatives in a lean way\u003C\u002Fli>\r\n\t\u003Cli>Todo: Lacking Development Value Streams complicates coordination (e.g., ensure WIP limit) and budgeting\u003C\u002Fli>\r\n\u003C\u002Ful>\r\n","\u003Cul>\n\t\u003Cli>Positive - Strategic Themes are the “north star” for yearly goals and epics.\u003C\u002Fli>\n\t\u003Cli>Positive: Transparency about strategic initiatives across the entire group\u003C\u002Fli>\n\t\u003Cli>Positive: Support to elicit strategic goals and track implementation progress\u003C\u002Fli>\n\t\u003Cli>Positive Zühlke add-on: We encourage entering goals as well as epics into the Portfolio Kanban.\u003C\u002Fli>\n\u003C\u002Ful>\n\n\u003Cul>\n\t\u003Cli>Todo: Implement initiatives in a lean way\u003C\u002Fli>\n\t\u003Cli>Todo: Lacking Development Value Streams complicates coordination (e.g., ensure WIP limit) and budgeting\u003C\u002Fli>\n\u003C\u002Ful>","Our learnings after the MVP",{"__typename":244,"id":287,"ctaLink":204,"pgSharedText":288,"pgSharedTitle":291,"pgSharedCtaLink":204},"12523",{"value":289,"processed":290,"format":249},"\u003Cp>We like to share our learnings and are interested in your 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