CASE STUDY
An in-depth description of a firm’s approach to an IT management issue (intended for MBA and executive education)
Working Paper: Case Study
Four Changes: How BBVA Generated Greater Strategic Value
BBVA created a dynamic evidence-based portfolio management process to realize the company's strategic priorities better and faster, learning from its initiatives to allocate talent to the most promising ones.
Abstract
This case study describes how executives at Banco Bilbao Vizcaya Argentaria, S.A. (BBVA) created a dynamic evidence-based portfolio management process named the Single Development Agenda (SDA) to better align the company’s investments in digital innovation initiatives with its strategy. To accomplish this, executives changed four key aspects of portfolio management at BBVA to create a single investment model for the entire bank. In so doing, each quarter the executives were able to learn from more than two thousand initiatives and allocate talent to those with the most strategic promise. The SDA process helped the leaders of these initiatives obtain much-needed expertise, generate deliverables more efficiently, and contribute to the company’s strategic objectives. And it enabled top-level executives to realize the company’s strategy more effectively and with greater agility.
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About the Authors
Nils O. Fonstad, Research Scientist, MIT Sloan Center for Information Systems Research (CISR)
Jukka Salonen, MIT CISR Industry Research Fellow, MIT Sloan Center for Information Systems Research (CISR)
MIT CENTER FOR INFORMATION SYSTEMS RESEARCH (CISR)
Founded in 1974 and grounded in MIT's tradition of combining academic knowledge and practical purpose, MIT CISR helps executives meet the challenge of leading increasingly digital and data-driven organizations. We work directly with digital leaders, executives, and boards to develop our insights. Our consortium forms a global community that comprises more than seventy-five organizations.
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