Product Portfolio Management becomes effective only when it is connected to how an organization allocates its total resources. This model clarifies the relationships among domains, workflows, success factors, portfolio items, and investment decisions that drive strategic outcomes.
Modeling Based on 後正武『経営参謀の発想法』
Entities and Descriptions
| Entity Name | Description |
|---|---|
| Domain | A strategic area where the organization creates value and defines the basis for portfolio decisions. |
| Product | A value‑creating domain focused on offerings delivered to the market and their competitive positioning. |
| Business | A domain representing the broader operational and strategic activities that sustain organizational growth. |
| Workflow | The flow of work activities that connects processes to decision‑making and execution. |
| Process | An operational activity that contributes to delivering value or enabling strategic outcomes. |
| Process Relationship | The structural linkage showing how processes interact and influence each other. |
| KFS (Key Factors for Success) | Essential conditions or capabilities required to achieve meaningful business results. |
| Portfolio | The collection of domains, initiatives, or products managed to optimize strategic impact. |
| Portfolio Item | An individual element within the portfolio that competes for organizational resources. |
| Resource | The assets—human, financial, or technological—available to support activities across domains. |
| Resource Allocation | The strategic distribution of resources across portfolio items to maximize performance. |
| Aggressive Investment | A resource allocation stance that prioritizes high‑potential items for accelerated growth. |
| Investment Reduction | A stance that limits or withdraws investment from low‑priority items to redirect resources. |
By understanding these relationships, leaders can make more consistent and strategic choices about where to invest and how to strengthen long‑term performance.
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