We often face a large chunk of ideas or a backlog that makes it very hard to focus and choose what to do next. The usual approach to overcome it is to build some scoring or business cases for all the features to measure the impact. Sooner or later it becomes either too formal or heavy-weighted.
In Innovation Accounting it works the other way around. Put business priorities and goals first, then pick relevant scenarios to achieve the goals, and then decide what needs to be built to support it. We’ll show you how it works on specific cases that we take from the most agile world: startup accelerator cases that we were running.