Pitfalls in portfolio planning

This paper presents an analysis and comparison of the Boston Consulting Group, McKinsey & Co., and Arthur D. Little portfolio models and a discussion of the theoretical and operational problems with the general portfolio construct. The models seem to share the goal of optimizing the firm's financial performance and the same fundamental assumptions. The strategies suggested by each model will not always be the same because of differences in the structure of the three models. Also strategic analysis of each unit is necessary to avoid the pitfalls caused by the theoretical and operational problems with the portfolio construct.