Adding dimensions to portfolio management
A model that helps organizations embrace risk can improve the chance for future growth
By John Cogliandro
Senior business managers use many tools to plan and chart growth and manage future activities to enable continued growth. Typical decisions involve buying new equipment, R&D, mergers, operating budgets, hiring and so on. However, many executives use tools and methods that are two-dimensional, such as profit-loss and risk-return. Such tools lack the ability or even the inputs to process all of the information about an investment fully. Their use often leads to incorrect decisions based not on limited data, but on limited data intelligence.
You must be an IIE member to have full access to this content. Please log in at the top right corner of this Web page.
IIE members visiting this site for the first time must register. As part of this process you will create a user name and password. This is a one-time process that requires your member number.
If you are not a member, join IIE now and begin enjoying benefits immediately, including full access to Industrial Engineer magazine.