Research shows that 80% of R&D and technology investment goes into projects that never achieve commercial success. Not because the technology fails, but because teams struggle to connect technical work to customer value and business outcomes.
Honeywell solved this challenge. Managing growth projects across industrial engineering, aerospace, building technologies, and enterprise software, they built a structured approach to evaluate these projects and make portfolio decisions grounded in evidence.
This is a real case study from a Fortune 100 company with $36 billion in annual revenue. Honeywell operates at a scale where billion-dollar resource-allocation decisions are made. Their Growth Symposium framework turns what's often a subjective, assumption-driven process into a practical structure that gives leadership clarity and direction for teams.
(This webinar continues our series—previously "From technology to customer centricity and business value")
When technical excellence isn't enough
This matters because technical excellence alone doesn't guarantee success. Even strong R&D teams face these challenges:
- Teams present projects without showing the evidence behind them, leaving leadership unable to score ideas accurately or allocate resources with confidence
- Prioritization feels subjective, driven by gut instinct rather than clear criteria tied to customer value and business impact
- Growth frameworks feel too theoretical, leaving you without a practical way to assess which projects in flight deserve continued investment
The gap shows up in portfolio reviews. Teams know their technology works. Leadership wants to invest wisely. But without a structured way to evaluate progress, decisions default to instinct rather than evidence.
What if you could score growth projects based on the evidence you can collect? Honeywell built exactly that: a process that turns portfolio reviews into focused workshops where teams present progress clearly and leadership gets the information they need to make decisions.
What you'll gain
Four elements that transform how you evaluate projects in context of portfolio management:
- Evidence-based scoring: Move from "picking winners" to a systematic assessment process that helps leadership compare projects on merit, not instinct.
- The Growth Symposium structure: See the workshop format Honeywell uses to help teams present their progress clearly and give leadership the evidence they need to decide.
- Guided playbook approach: Learn how structured instructions help teams move from learning to action, working backward from the decisions you need to make.
- B2B and industrial technology context: See how these methods apply specifically to complex B2B environments where buying decisions involve multiple stakeholders and long sales cycles.
We'll walk through a concrete example from Honeywell's Growth Symposium, a globally praised initiative, to show how these elements work in practice.
Who should attend
- R&D and engineering leaders who need a better way to justify project funding.
- Innovation managers responsible for managing a portfolio of growth projects.
- Product leaders and offering managers struggling to prioritize resources across multiple B2B initiatives.
- High-level executives who want more clarity and less "hope" in their growth pipeline
Why attend the webinar
We've worked with industrial technology companies like Honeywell to help teams shift from technology-centric presentations to customer-centric value creation. The methods we share come from working alongside teams in real sessions where portfolio decisions get made.
This webinar shows you how one organization structures these conversations to drive clear decisions.