Idea and need
An idea is a solution hypothesis. Discover the outcome people need before choosing the form of the innovation.
Innovation Prioritization
Which innovation opportunities deserve investment?
Compare ideas by the problem they solve, who needs them, and what it takes to test them.
Separate ideas worth exploring from those ready for testing or further investment. We examine relevant needs and the conditions required to create and capture value.
For CEOs, innovation leaders and strategy teams.
The next experiment begins with a choice.Which opportunity deserves attention and resources?
How teams made their choices
- 500+Companies served by George Eich
- 650+Startups mentored through Startup SC
- 60+Startups supported through Cubo Itaú
Companies George Eich has worked with
- Techne
- Climoo
- PSA
- Ambev
- Evous
- Locates
Institutions and startup programs
- Sebrae
- ACATE
- MIDITEC
- Cubo Itaú
- Startup SC
EVOUS
The team used customer evidence to decide when to strengthen its core product and when to expand its offering.
Locates
While switching platforms, the team used customer needs to decide which features to include and which to defer.
“We gained a more strategic view of the product and were able to prioritize the roadmap and the company’s positioning.”Feedback shared with the Institute · English translation
George Eich InstituteDirection for the choice. Evidence for the decision.
500+companies advised by George Eich
10+ yearsof experience in strategy and execution
3 to 6 weeksreference for research and executive analysis, depending on scope
When priorities compete for capacity
Ideas and experiments accumulate. Investment decisions remain unresolved.
The company collects ideas, explores technologies and runs experiments. Sponsors defend different opportunities. Some initiatives continue because they have already started, while others wait for attention. There is activity, but no clear view of what deserves the next investment.
Innovation
“Which ideas should we pursue first?”
Leadership
“What justifies allocating more resources?”
Teams
“Should this experiment continue?”
Strategy
“How does this opportunity connect to the business?”
An attractive idea is not yet a priority. The company needs to decide which opportunities justify resources and which assumptions must be tested before making a larger commitment.
The cost of priorities without a clear foundation
An expanding innovation portfolio can consume capacity without a clear focus.
The risk is committing capital, people and technology to priorities that add effort and complexity without increasing the company's ability to create and capture value.
Experiments without a continuation decision
Initiatives keep consuming attention while the company has not resolved what should advance or stop.
Investment detached from relevance
Resources follow novelty or sponsor influence instead of a clearly supported business opportunity.
Promising opportunities left waiting
The initiatives that deserve validation compete for capacity with experiments that no longer justify attention.
Support for your next decision
Give innovation a clear focus. Choose what deserves the next commitment.
The Study investigates the needs behind the options before priorities are ranked. The company and the Institute define the decision, customer groups and scope; findings inform resource allocation.
Relevance and fulfillment
Validate which needs are shared and how they are currently met. Low fulfillment alone does not establish an opportunity.
Hypothesis and experiment
Connect evidence to value creation and capture. Experiments test hypotheses; research helps select what is worth investigating.
Help me prioritize innovation
Bring the decision your company needs to make.
Priorities with a clear foundation. Guidance for the next choice.
An executive interpretation that connects evidence to the decision your leadership needs to make. The deliverables reflect the agreed business context and scope.
Direction for innovation priorities
The opportunities that deserve attention and investment in the current business context.
Evidence and validation questions
The reasons supporting the choices and the assumptions that need further investigation.
Guidance for the innovation portfolio
What to advance, validate, review, defer or remove from the current agenda.
Specific deliverables are defined according to the decision and the agreed scope.
When to apply
Before the next round of decisions.
Review ongoing experiments
When the company has several innovation initiatives without a clear continuation decision.
Allocate the next innovation cycle
When ideas compete for funding and leadership needs to choose where to invest.
Choose what to validate first
When multiple possibilities look attractive but cannot all receive attention.
Reconnect innovation to business value
When the portfolio has expanded without a clear connection to relevant market needs.
About innovation prioritization.
What is innovation prioritization?
It is the decision about which ideas and opportunities deserve company resources. It clarifies what should advance, what needs validation and what should wait or leave the current innovation agenda.
Can the engagement review existing experiments?
Yes. Ongoing experiments and new opportunities can be considered together to guide continuation, further validation, deferral or removal from the portfolio.
Does this replace innovation execution?
No. The focus is the choice of priorities and investment direction. Developing solutions and managing experiments are subsequent activities defined according to the scope.
What does the company receive?
An executive interpretation connecting the evidence to the decision your leadership needs to make. Direction for innovation priorities: The opportunities that deserve attention and investment in the current business context. Evidence and validation questions: The reasons supporting the choices and the assumptions that need further investigation. Guidance for the innovation portfolio: What to advance, validate, review, defer or remove from the current agenda. Specific deliverables are defined according to the decision and the agreed scope.
How long does the engagement take?
The reference is 3 to 6 weeks for structured research and executive analysis, depending on the scope. Timing depends on the decision, access to information and participant availability. The first conversation helps assess the appropriate format.
Which innovation opportunity deserves your company's next investment?
Tell us which ideas and experiments are competing for resources. We will assess how to help your leadership choose the next focus.
Help me prioritize innovationRequest a conversation with the George Eich Institute.
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We have received your request. Our team may contact you to discuss your decision and next steps.
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