MGMT 8805M Week 5 Portfolio Brief Example

Course	MGMT 8805M Agile and Disruptive Innovation Management
Week	Week 5
Paper type	Portfolio brief
Length	About 550 words, 5 pages
Format	APA 7 student paper
School	Walden University
Program	PhD in Management
Updated	October 2026

Free sample paper for MGMT 8805M Week 5

Funding Against the Handheld: A Portfolio Brief Splitting an Ultrasound Maker's Innovation Budget Between Sustaining Cart Projects and a Low-End Handheld Bet, Giving the Bet Different Financial Tests and a Separate Home, and Stating How Much Core Revenue the Firm Will Accept Losing to Itself

Student Name

Walden University

MGMT 8805M: Agile and Disruptive Innovation Management

Instructor Name

Month Day, Year

What this page is doingThe title states the split, the separate rules for the low-end bet and the cannibalization figure the brief commits to.

The Threat Funded Against

This brief allocates Brightwater Medical Imaging's 2022 innovation budget of $62 million against one threat: Pocketsound's handheld probe, which has entered emergency departments and is positioned to reach anesthesia and routine obstetric scanning next. Brightwater's core cart business grew 4% in 2021, with cardiology and radiology accounting for most of the growth.

What this page is doingThe brief names one threat at the outset, so every funding line can be judged by whether it answers it.

The Funding Table

[after]

Margins are the finance team's projections at maturity; the handheld figure assumes a subscription model similar to Pocketsound's.

Table 1

Candidate Projects, 2022 Innovation Budget

Project	Trajectory served	Requested budget	Expected gross margin	Time to first result
Cardiology cart platform refresh	Sustaining: current premium customers	$24 million	63%	30 months
Radiology image-processing upgrade	Sustaining: current premium customers	$15 million	61%	18 months
Obstetrics workflow software	Sustaining: current mid-tier customers	$8 million	55%	12 months
Handheld probe for anesthesia and emergency use	New: low-end and nonconsuming tiers	$11 million	35%	9 months to pilot
Service contract analytics	Sustaining: installed base	$4 million	70%	6 months

Why the Handheld Would Lose a Fair Comparison

Under Brightwater's usual tests, the handheld would rank last. Its margin is the lowest, and its expected revenue in year three, about $18 million, is small beside a core business of $1.4 billion. Christensen (1997) identified this as the central problem: projects aimed at small, low-margin markets lose internal comparisons with sustaining work, because small markets cannot satisfy a large firm's need for growth. If the handheld is judged by the cart business's rules, it will be cut in the first budget review.

The Split

The brief funds the two cardiology and radiology projects, the service analytics and the handheld, and defers obstetrics workflow software to 2023. The handheld receives $11 million but is judged by different measures: units placed with customers who have never bought from Brightwater, and the cost of each placement, not gross margin. Tushman and O'Reilly (1996) argued that firms facing both incremental and revolutionary change need ambidextrous structures, separate units, each with its own processes and culture, joined at the top by a senior team that holds them together. The handheld unit should report to the chief executive, not to the cart division, and keep its own sales force.

What this page is doingThe brief gives the low-end bet its own tests rather than exempting it from tests altogether.

The Cannibalization Figure

Brightwater should accept losing up to 30% of its emergency department cart revenue, about $59 million a year at today's levels, to its own handheld over five years. That figure is chosen because Pocketsound is likely to take at least that share anyway. Raisch and Birkinshaw (2008), reviewing research on ambidexterity, noted that structural separation can protect new units but also limits the transfer of knowledge between them, so the brief also funds two engineers to move between the units each year.

What Would Change the Split

If the handheld pilot places fewer than 400 units with new customers in its first year, the brief recommends returning its budget to the obstetrics project in 2023. If it places more than 1,500, the unit should receive a second round sized to its own results rather than to the cart division's plan.

References

Christensen, C. M. (1997). The innovator's dilemma: When new technologies cause great firms to fail. Harvard Business School Press.

Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34(3), 375-409. https://doi.org/10.1177/0149206308316058

Tushman, M. L., & O'Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8-29. https://doi.org/10.2307/41165852

The Walden MGMT 8805M Week 5 instructions

Week 5 asks you to brief leadership on how to split an innovation budget between sustaining projects and a bet aimed at a tier the firm does not now serve. Name the threat the budget answers. Give a short situation paragraph with the core business's growth. Build a funding table listing each project with its trajectory, budget, expected margin and time to a first result. Explain why a low-end project would lose under the firm's usual tests, then argue the split. Give the low-end bet different measures and a separate home, using research on ambidextrous organizations. State how much core revenue the firm will accept losing to its own new product, and what would change the split. Four to five pages.

How this MGMT 8805M Week 5 example is built

The sample names Pocketsound's advance into anesthesia and obstetrics as the threat. Its funding table lists cardiology and radiology platform work, obstetrics software, service analytics and an $11 million handheld project. A section shows that the handheld ranks last on margin and scale, citing Christensen on why small markets lose internal comparisons. The split funds the handheld, defers obstetrics software and judges the handheld on new-customer placements and cost per placement. Tushman and O'Reilly's ambidextrous design puts the unit under the chief executive with its own sales force. A cannibalization figure of 30 percent of emergency cart revenue is justified, and Raisch and Birkinshaw's caution leads to engineer rotations. Placement thresholds govern the next round.

Reading the MGMT 8805M Week 5 rubric

Graders give most credit to the funding table and the logic of the split. Each project needs a trajectory, a budget, a margin and a time to result. Strong briefs show, rather than assert, why the low-end bet would lose under normal rules, and then give it measures that fit what it is trying to learn. The separate home should be justified with research and specified, including reporting line and sales. The cannibalization figure is required and should be explained by what competitors would take anyway. A threshold that would stop or expand the bet shows discipline. Briefs that fund everything, exempt the bet from all measures or omit the cannibalization figure score in the middle.

MGMT 8805M Week 5 help from the desk

Students often treat the low-end bet as a small line in the main budget, which is exactly how it gets cut. Give it its own measures: new customers reached, cost per placement, learning milestones. Look for the firm's stated margin targets and growth plans, since they explain why the bet will struggle. When you choose a structure, say who the unit reports to and whether it has its own sales force. For the cannibalization figure, estimate what an entrant will take regardless and set your figure near it. Add a threshold that would end the bet. A tutor can show you how to set up the funding table and the measures, and the Brightwater brief above shows a complete version.

Get a MGMT 8805M Week 5 example written to your instructions

Send over the Week 5 brief prompt and rubric, the firm, and any threat you named in an earlier week, and a funded portfolio brief comes back inside 24-48h, the opening request free. Note whether a funding table is required. Budget figures there are illustrative, built from public numbers; the split you defend should come from your own firm's.

More MGMT 8805M papers and PhD in Management samples

MGMT 8805M Week 5 questions, answered

Where can I find a free MGMT 8805M Week 5 sample paper?

The Brightwater portfolio brief above, with its funding table, stands as the complete fifth-week sample.

How much does the MGMT 8805M Week 5 sample give the handheld?

Eleven million dollars, judged on placements with new customers and cost per placement rather than margin.

Why would the handheld lose a normal comparison?

Its margin is the lowest and its revenue small beside a $1.4 billion core, so it fails the usual tests.

What is an ambidextrous organization?

Tushman and O'Reilly's term for a firm that runs separate units for incremental and revolutionary change under shared leadership.

How much cannibalization does the brief accept?

Up to 30 percent of emergency department cart revenue, about $59 million a year, over five years.