The Essential Advantage: How to Win with a Capabilities-Driven Strategy by Paul Leinwand & Cesare R. Mainardi

Author:Paul Leinwand & Cesare R. Mainardi [Leinwand, Paul]
Language: eng
Format: mobi
Publisher: Harvard Business Press
Published: 2010-12-09T05:00:00+00:00

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A portfolio matrix for gaining coherence

Source: Booz & Company.

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Your businesses will fall into five groups:

A. These “lone stars,” with low coherence but high financial value, are clearly worth a great deal—but may be worth more to another company than to you. There’s an incoherence penalty for keeping them, because they require investment unrelated to the rest of your portfolio. Look for opportunities to monetize them. Build them up to sell them at the appropriate time (as Pfizer did with PCH), rethink your way to play so that you can include them, or treat them as a stand-alone small business (as Procter & Gamble does with Pringles potato chips). By moving early, you can sell at a propitious time, when there are more alternatives and when you have a prospect generally recognized as valuable, rather than after the business has begun to lose value when a stronger, disruptive competitor has emerged.

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