Published by:
Harvard Business Publishing
Length: 7 pages
Share a link:
https://casecent.re/p/47594
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
When portfolio planning was introduced in the late 1960s, its advocates believed it to be the key to most strategic planning problems. Now, interviews with CEOs, staff planners, and division line managers reveal that portfolio planning can improve business strategy, but only when it is used with other techniques for analyzing industries and competitors. It helps individual business units understand their competitive strengths, guides top management in identifying divestiture candidates, and promotes the efficient management of existing resources.
About
Abstract
When portfolio planning was introduced in the late 1960s, its advocates believed it to be the key to most strategic planning problems. Now, interviews with CEOs, staff planners, and division line managers reveal that portfolio planning can improve business strategy, but only when it is used with other techniques for analyzing industries and competitors. It helps individual business units understand their competitive strengths, guides top management in identifying divestiture candidates, and promotes the efficient management of existing resources.