Adding dimensions to portfolio management 

A model that helps organizations embrace risk can improve the chance for future growth 

By John Cogliandro

Senior business managers use many tools to plan and chart growth and manage future activities to enable continued growth. Typical decisions involve buying new equipment, R&D, mergers, operating budgets, hiring and so on. However, many executives use tools and methods that are two-dimensional, such as profit-loss and risk-return. Such tools lack the ability or even the inputs to process all of the information about an investment fully. Their use often leads to incorrect decisions based not on limited data, but on limited data intelligence.

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