Few major corporations are single business entities; rather, they are organizations that target many product-market combinations. Although academia has shown great interest in diversification and mergers and acquisitions, the management of multi-business portfolios, also known as corporate portfolio management (CPM), has received considerably less attention since the 1980s. This raises the question of why. Reviewing the scholarly literature on CPM we investigate the reasons for this disinterest and suggest a future research agenda for management scholars in this important domain.
Forty years after the introduction of the BCG growth‐share matrix, some version of corporate portfolio management (CPM) is employed by most large multibusiness companies. But little is known about the current practices of CPM. Which processes have companies adopted, and which executives in a company tend to be the main participants? What are the major corporate uses of CPM? And how satisfied are today's companies with their approaches? To answer these questions, The Boston Consulting Group, in collaboration with Freiberg University in Germany, conducted a comprehensive global survey on the practices of corporate portfolio management that involved more than 200 senior executives at the largest companies worldwide. These survey responses were supplemented by interviews with 50 senior executives of global multibusiness companies as well as a systematic review of more than 100 major client projects that BCG conducted between 2004 and 2009. One major focus of the survey was the concept of “parenting advantage.” Defined in terms of a particular company being the best possible owner of a particular business, the concept offers a clear framework for identifying the four most important ways in which management can use the principles and methods of CPM to create value for its businesses: Influencing strategy and improving performance through its distinctive capabilities and resources, including periodic evaluations of performance. Identifying and increasing synergies. Providing centralized functional leadership and cost‐efficient services. Monitoring and, when necessary, changing the composition of the portfolio of businesses. While fostering synergies and realizing advantage through centralization of functions and services were considered relevant by about half of the companies responding to the survey, the most important drivers of corporate value added by CPM were said to be the direct influence of the parents expertise and active portfolio monitoring. But even so, only 40% of recent divestiture decisions and 23% of recent acquisitions were said to be triggered by portfolio considerations, suggesting a significant gap between the effort put into CPM processes and their role in corporate‐level decision‐making.
PurposeThe major purpose of this paper is the development of a theoretical framework that can be used by corporate practitioners to understand the implicit parenting strategy of their company, assess its performance, and adjust it for improving the net corporate value creation.Design/methodology/approachIn this paper, a three‐dimensional framework is developed that accounts for corporate‐to‐business and business‐to‐business interactions, value‐adding and value‐destroying activities, and strategic and operational levers. The framework is operationalized by assigning a broad set of individual activities to these levers.FindingsThe paper delivers a robust, systematic, and operational framework to assess the net benefits to a given business of being part of a corporate portfolio, and to identify and evaluate implicit parenting strategies in corporate practice. While previous studies mainly focused on broad parenting approaches with low granularity this framework now allows earlier observations to be substantiated, finer distinctions between the applied strategies to be drawn, and the core of superior value added approaches to be investigated.Practical implicationsThe introduced framework can be used to analyze the origin and underlying drivers of conglomerate discounts and premia and thus enhance understanding of capital market valuation of multi‐business companies. The developed framework can also be the basis for the derivation of a typology of corporate parenting strategies. In this way, it can support practitioners in portfolio management – which was also the explicit motivation for the development of the original parenting advantage concept.Originality/valueThe outlined framework will facilitate the investigation of structural, strategic, and organizational roots of superior parenting strategies in corporate practice. It may be used to analyze performance differences of multi‐business companies that go beyond the degree of diversification and may finally contribute to solving the puzzle of the conglomerate discount.
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