Additional information
by Tony Kenck (Author)
Most organizations claim to manage portfolios. In practice, they manage activities and capital using budgets, intuition, and politics rather than strategic trade-offs. Capital is allocated across projects, businesses, and initiatives using disconnected financial metrics and ad hoc prioritization. The result is predictable: projects are late, over-budget, and underperform, and organizations fall short of their potential.
Strategic Business Portfolio Management provides a rigorous framework for governing portfolio decisions across assets-business units, projects, programs, and investments-when uncertainty is unavoidable and complexity is high. The approach aligns capital allocation decisions with organizational aspirations.
This is not a strategy book, a finance textbook, or a project management guide. It is a decision operating system for organizations that repeatedly make high-stakes allocation choices.
The framework:
- Integrates strategy, finance, risk, and governance into a single coherent system
- Connects point-in-time portfolio decisions with performance over time
- Considers governance as a design problem rather than a soft overlay
- Enables comparability without false precision, preserving judgment rather than replacing it
With nearly 200 figures and tables, the book shows how complex portfolios can be structured, evaluated, and governed without oversimplification.
Think of this more as a reference work, than a cover-to-cover read. It is modular and designed to be used as needed. The goal is disciplined, defensible decision-making at the portfolio level-not precise forecasts.
