Strategic Decision and Risk Management

Managing Business Portfolios for Maximum Value

March 20 - 22, 2019

San Francisco Bay Area

$3,495 ($3,195 before Feb. 6)

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This course introduces participants to a strategic portfolio management process that allows them to make strategic resource allocations and informed portfolio decisions.

A portfolio is a set of related elements or assets that compete for resources and deliver value for an organization. The allocation and management of these resources across a portfolio is a fundamentally different problem than analyzing a single major investment, or developing a new business strategy, or deciding how to manage cost and schedule risk on a large construction project. The primary difference is that in a portfolio, one must quantify the value contribution from each element of the portfolio, the interactions among them, and how changing the resource allocation will impact the individual value of the elements and the overall value of the portfolio.

In this course, we examine how to manage business portfolios for maximum value, examining diverse portfolios as new product and R&D portfolios, personal financial portfolios, and portfolios of businesses.

Highlights & Benefits

  • Use the language, principles, and tools of strategic portfolio management (SPM) to conduct asset valuations and portfolio analysis
  • Diagnose a portfolio’s characteristics and tailor the SPM process to the types of strategic decisions required to manage the portfolio
  • Identify alternative investment levels and choose the optimal alternative for each portfolio element
  • Analyze and allocate resources using portfolio analysis software
  • Track and monitor changes in the business environment to re-evaluate the allocation of resources in the portfolio
Experience & Impact
Who Should Attend
Faculty

In this course, participants work through a portfolio simulation exercise to conduct a small-scale asset valuation, allocate resources, and make portfolio decisions.

Session Topics Include:

  • Portfolio management framework
  • Case study: Product R&D
  • Portfolio unit evaluation
  • Case exercise: Project evaluation
  • Calibration and tracking
  • Case study: Calibration and tracking
  • Portfolio decisions
  • Case exercise: Portfolio decisions
  • Case exercise: Personal financial portfolios
  • Diagnosis, framing, and design for portfolio decision making
  • Creating more value with alternatives
  • Case study: Large-scale portfolio
  • Business portfolios
  • Case study: Business portfolios with alternatives
  • Case exercise: Risk correlation
  • Case study: Resource allocation with alternatives

This course is designed for those who make decisions or allocate investments across portfolios of all kinds: products, R&D initiatives, financial assets, businesses. Project managers may also wish to attend to learn how their individual projects are treated in a standard portfolio analysis.

Bruce Judd PhD

  • Program Faculty, Wharton Executive Education and SDG Strategic Decision and Risk Management Certificate Program
  • Partner and Managing Director, Executive Education Practice, Strategic Decisions Group

Carl S. Spetzler PhD

  • Program Faculty, Wharton Executive Education and SDG Strategic Decision and Risk Management Certificate Program
  • Chairman and CEO, Strategic Decisions Group

Steven N. Tani PhD

  • Program Faculty, Wharton Executive Education and SDG Strategic Decision and Risk Management Certificate Program
  • Partner and SDG Fellow, Strategic Decisions Group

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