Many B2B organizations, especially large organizations, struggle to optimally distribute investment among current products and new innovations. There are often many strong business cases for product enhancements and new innovations but no process for evaluating them and creating a balanced investment strategy. In this case study, we describe how GE Measurement & Control (GE M&C) used Forrester’s Innovation Strategy Framework and Product Portfolio Optimization Framework to rationalize its product line and focus its investment strategy on new innovation and big bets.