FOR more than a decade, planners have relied on the portfolio analysis method for assessing the strategic posture of a company's individual businesses. But many top planners have begun to question the value and validity of the portfolio matrix. While this discontentment with matrix methodology appears to be confined to companies with either elementary or highly developed strategic planning systems, what management finds most frustrating is the difference between the amount of time and money spent on portfolio analysis and the value of the resulting strategies.
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