Business-to-business (B2B) manufacturing companies are increasingly confronted with transformative trends such as sustainability, digitalization, and servitization. These trends are changing how product portfolios are developed, and how value contributions are assessed, and therefore have disruptive potential. Dealing with these disruptive factors in Product Portfolio Management (PPM) is a largely unexplored topic. This study presents an empirical-qualitative exploration that contributes significantly to the field. The aim is to clarify the extent to which disruptive factors influence the evaluation and shaping of the product portfolio in B2B manufacturing companies. The Gioia method was used to evaluate 21 semi-structured interviews with experts from leading B2B manufacturing companies. Eight overarching challenges in PPM resulting from disruptive factors were identified. Based on the eight overarching challenges and their associated causal relationships, two aggregated dimensions of action were derived: (1) increasing speed and flexibility by using generative artificial intelligence (AI) in a defined PPM process and (2) adjusting the product portfolio evaluation to consider various strategic drivers. These two dimensions of action call for future research to overcome the disruptive factors in PPM.

Business-to-business (B2B) manufacturing companies are increasingly confronted with transformative trends such as sustainability, digitalization, and servitization. These trends are changing how product portfolios are developed, and value contributions are assessed, and therefore have disruptive potential. Dealing with these disruptive factors in Product Portfolio Management (PPM) is a largely unexplored topic. This study presents an empirical-qualitative exploration that contributes significantly to the field. The aim is to clarify the extent to which disruptive factors influence the evaluation and shaping of the product portfolio in B2B manufacturing companies. The Gioia method was used to evaluate 21 semi-structured interviews with experts from leading B2B manufacturing companies. Eight overarching challenges in PPM resulting from the disruptive factors were identified. Based on the eight overarching challenges and their associated causal relationships, two aggregated dimensions of action were derived: (1) increasing speed and flexibility by using generative artificial intelligence (AI) in a defined PPM process and (2) adjusting the product portfolio evaluation to consider various strategic drivers. These two dimensions of action call for future research to overcome the disruptive factors in PPM.

Dieser Beitrag stellt die Fortsetzung einer zusammenhängenden Veröffentlichung für die Entwicklung von Geschäftsmodellen innerhalb eines plattformbasierten Ökosystems dar. Die Methode wurde im Rahmen des Forschungsprojekts „FabOS“ entwickelt und in Workshops mit den Projektpartnern validiert. Im vorherigen Teil der Veröffentlichung wurde die methodische Vorgehensweise für die Geschäftsmodellentwicklung bei digitalen, plattformbasierten Ökosystemen vorgestellt. Der Fokus dieses Beitrags liegt auf der Interpretation der Ergebnisse zu den einzelnen Geschäftsmodellen sowie zum übergeordneten Geschäfts- und Betreibermodell des gesamten Ökosystems. This paper is a continuation of a related publication on the development of operator and business models within a platform-based ecosystem. The methodology was developed within the research project „FabOS“ and validated in workshops with the project partners. The previous part of the publication presented the methodological approach for business model development in digital platform-based ecosystems. The focus of this paper is on the interpretation of the results for the individual business model as well as for the elaborated operator and the overarching business model of the entire ecosystem.

Disruptive Trends wie die Digitalisierung oder die Nachhaltigkeitswende verändern die Anforderungen an das Produktportfoliomanagement. Der Beitrag entwickelt ein Referenzmodell und eine Bewertungsmethodik, die neben finanziellen auch qualitative Faktoren integriert. Die Methode wurde durch Literaturrecherche, Online-Umfrage sowie Experteninterviews erarbeitet und validiert. Ziel ist es, die Verantwortlichen bei der Gestaltung zukunftsrobuster Produktportfolios zu unterstützen.

Dieser Beitrag untersucht das Potenzial von grünem Wasserstoff im Haushalts- und Gebäudesektor für die Region Schwarzwald. Dazu wurde eine Bedarfsanalyse auf Basis bestehender Studien durchgeführt, die die potenzielle Nachfrage in drei verschiedenen Szenarien (Negativ, Trend und Positiv) ableitet. Durch eine qualitative und quantitative Datenerhebung wurden Hypothesen von Expert:innen den drei Szenarien zugeordnet und eine Roadmap mit Handlungsmaßnahmen für einen positiven Markthochlauf aufgestellt.