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Strategic initiative portfolios: How to manage strategic challenges better than one at a time

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  • Kunisch, Sven
  • Keil, Thomas
  • Boppel, Michael
  • Lechner, Christoph

Abstract

In many firms, strategic initiatives lead to frustration rather than performance improvements and strategic renewal. One frequently overlooked key to driving value through strategic initiatives lies in shifting the focus from launching disconnected individual strategic initiatives to managing an integrated portfolio of initiatives. This article identifies five key management practices that allow firms to address obstacles to effective initiative management and to enhance value creation through the deliberate management of initiative portfolios.

Suggested Citation

  • Kunisch, Sven & Keil, Thomas & Boppel, Michael & Lechner, Christoph, 2019. "Strategic initiative portfolios: How to manage strategic challenges better than one at a time," Business Horizons, Elsevier, vol. 62(4), pages 529-537.
    • Handle: RePEc:eee:bushor:v:62:y:2019:i:4:p:529-537
    DOI: 10.1016/j.bushor.2019.03.007
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    References listed on IDEAS

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    Cited by:

    1. Sven Kunisch & Julian Birkinshaw & Michael Boppel & Kira Choi, 2023. "Why do firms launch corporate change programs?," Post-Print hal-04325790, HAL.
    2. Montealegre, Ramiro & Iyengar, Kishen, 2021. "Managing digital business platforms: A continued exercise in balancing renewal and refinement," Business Horizons, Elsevier, vol. 64(1), pages 51-59.
    3. Kazeminia, Ali, 2021. "Unfolding the airbus’ strategic growth: A successful case," Scandinavian Journal of Management, Elsevier, vol. 37(1).
    4. Sven Kunisch & Markus Menz & David Collis, 2020. "Corporate headquarters in the twenty-first century: an organization design perspective," Journal of Organization Design, Springer;Organizational Design Community, vol. 9(1), pages 1-32, December.

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