<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Innovation Portfolio on MYLES — Strategy &amp; Innovation Consulting</title><link>https://myles-innovation.com/tags/innovation-portfolio/</link><description>Recent content in Innovation Portfolio on MYLES — Strategy &amp; Innovation Consulting</description><generator>Hugo</generator><language>en</language><lastBuildDate>Wed, 04 Mar 2026 00:00:00 +0100</lastBuildDate><atom:link href="https://myles-innovation.com/tags/innovation-portfolio/index.xml" rel="self" type="application/rss+xml"/><item><title>Innovation Portfolio Management: Balancing Core and New</title><link>https://myles-innovation.com/blog/innovation-portfolio-management/</link><pubDate>Wed, 04 Mar 2026 00:00:00 +0100</pubDate><guid>https://myles-innovation.com/blog/innovation-portfolio-management/</guid><description>&lt;h2 id="the-portfolio-that-manages-you"&gt;The Portfolio That Manages You&lt;/h2&gt;
&lt;p&gt;Most companies that believe they manage an innovation portfolio are actually managed by one. They have existing product lines that generate the revenue used to fund next-generation development. Those existing lines have customers, commitments, and internal advocates who are very good at making the case for incremental improvement. New growth opportunities have hypothetical future value and internal advocates who are newer, less senior, and less skilled at organizational politics.&lt;/p&gt;</description></item></channel></rss>