Strategic Portfolio Analysis & Product Management Excellence at IHK-Gfl

Initial situation

IHK-GfI faced the challenge of consolidating a historically grown set of digital specialist applications and software products, assessing the economic viability of its product portfolio, and establishing clear governance structures for operations and further development. At the same time, ongoing services for chambers and external customers had to remain uninterrupted.

Objectives

• Transparent portfolio overview with reliable business metrics
• Decision-making basis for each product: “Build / Buy / Retire”
• Introduction of a scalable product management framework
• Ensuring a seamless operational transition into the service lines
• Strengthening GfI’s position as the leading provider of digital chamber services

Role & contribution

• Executive Advisor: Direct collaboration with all managing directors; moderation of steering boards, preparation of decision papers, negotiation of SLA frameworks and budget approvals.
• Lead Portfolio Architect: Development of an evaluation model (TAM, cost structures, risk score) and prioritization of more than 20 products – foundation for a roadmap through 2027.
• Product Management Enablement: Establishment of a “Product Operating Model” (Lean Portfolio Kanban, OKRs, KPI deck), coaching of product owners, and introduction of a unified stage-gate process.
• Operational Handover & Integration Planning: Creation of an end-to-end checklist (IT, Legal, Finance, Compliance), coordination of service line onboarding workshops, and definition of handover criteria (Definition of Ready / Done).

Key results & impact

Success factors

1. Evidence-based portfolio analysis instead of political debates – numbers decided.
2. Agile decision cadence (bi-weekly executive Kanban) minimized time-to-decision.
3. Early stakeholder involvement: key-user workshops prevented late surprises.
4. Clear one-pagers for the C-level: reduced complexity, actionable recommendations.