Managing Initiatives and Capital Assests with Strategic Portfolio Perspective

Many organizations invest heavily in internal and external assets and initiatives. These often include information technology projects and operations, employee education and incentive programs, alliances and partnerships, and projects to develop new products and services. Organizations often spend as much as 20 percent of their operating budgets on systems to automate operations and enable new capabilities throughout the enterprise. Surprisingly, though, research and experience show that these firms do not think about these sizable investments strategically. Instead, they approach most initiatives tactically, analyzing each single initiative against financial criteria such as return on investment or net present value or simply against a plan. As a result, investments made from such analysis may produce only pockets of benefit and yield little in the way of synergy for the organization.

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