You’re welcome, Samara, and thanks for the feedback. If you find that the portfolio matrix applies to the features of your platform, then this may indicate that the platform is a product bundle/suite rather than a singular offering. In this case, the platform parts should be managed as products in their own right guided by an overarching portfolio strategy, as I describe in the article Everything You Need to Know about Product Portfolio Strategy. I hope this helps!

Thanks for sharing your feedback and question Barri. I personally haven’t applied the product portfolio matrix in the context you mentioned. But I believe that it worthwhile to explore mapping the services of the public sector organisation onto the four quadrants. You may want to adjust the values on the vertical axis, though, and measure acquisition and/or engagement instead of growth. Having services that are hardly used and offer little benefit to the public sector organisation should be probably be killed and replaced with a new, more valuable service. Hope this helps!

Great article! I have a question though, which I’d like to ask in context of this product portfolio piece, but also – for me – has a wider application across a lot of the other guidance you share.

How would you apply this in a public sector organisation, where the business drivers are around delivering a mandated public service and ensuring legislation is correctly adhered to, as opposed to the more common commercial value driver of revenue?

Barri Costello