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Rigorous portfolio review reveals a better opportunity for PwC’s Public Sector business

Proactive portfolio management helps PwC grow responsibly

• April 02, 2024

Conventional business wisdom tends to prize growth above all: Bigger is better, yet divestitures often play a key part in a successful business strategy. PwC understands that a more thoughtful approach to portfolio management can better serve both a company and its employees. Through its own portfolio review process, PwC realized its Public Sector business would have more opportunity to thrive under a different owner. The firm successfully navigated the divestiture process with vigorous preparation, creating a positive outcome for the business and the future prosperity and well-being of its partners, principals and employees.

CLIENT  

Professional services

Divestiture strategy Portfolio management

value reinvested in other priority areas of PwC’s business as a result of the divestiture

employees retained under new ownership during the divestiture, from announcement through closing

Prioritizing the well-being of employees while building trust in the divestiture process

Cultivating a responsible growth mindset

Managing a business portfolio is like tending a garden. Without active, intentional cultivation, growth might happen, but not to its overall potential. As PwC considered its own business portfolio, it realized that achieving its long-term growth objectives required an active hand. PwC knew from experience advising clients that a proactive review process to help identify incompatible business units could double the chances of delivering a positive return to shareholders. With the CFO and Head of Portfolio Strategy in the lead, the organization applied a formal process for portfolio review and analysis to help inform better strategic decision-making.

For decades, the company’s approach had been to build or acquire businesses and hold them. But as PwC reevaluated its portfolio with a critical eye, it decided that increasing shareholder return meant wielding the options at its disposal — including divestitures. PwC reframed its thinking around the concept of divestitures: a proactive choice to sell an attractive asset to a buyer who could grow it, while freeing time and capital to invest in other priority areas of its business. Good business and good stewardship.

It’s about potential 

During its regular, rigorous portfolio review, PwC concluded that its Public Sector division might be a candidate for a divestiture. PwC asked itself, is our firm the right owner for this business? Perhaps not: PwC’s position in the market and obligation to adhere to certain regulatory requirements were likely holding back its Public Sector business. But under a different owner, one who could invest more into the business and whose capabilities aligned more closely with its needs, the business would have a greater chance of achieving its overall potential. With those goals in mind, PwC set about finding a qualified buyer.

Though PwC considers a divestiture an option in portfolio management, it’s not the only one. The goal of the portfolio review process is to better understand the performance of each business unit and how to shepherd it to success. PwC’s process categorized its portfolio holdings and set thresholds for action, including when to invest for growth, maintain the same level of investment, restructure, wind down or divest. Based on these guidelines, the company committed to divesting only if the deal was favorable for all parties, especially the employees retained in the sale.

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Preparing for success

As in other divestitures, a key to executing the divestiture with positive outcomes for all was preparation. To do right by its partners, principals and employees, PwC took care to factor emotional and cultural impact into its plans alongside logistical considerations. A small executive team, including the CFO and the head of the departing Public Sector business, began consulting investment bankers about the possibility of selling. The head of the Public Sector group compiled a plan to showcase the value of the business to potential investors. At the same time, the leadership team invested heavily in resources to prepare for the sale. In addition to facilitating the divestiture itself by confirming financial readiness, completing the requisite sell-side due diligence and meticulously carving out the business from the rest of its holdings, PwC also took the time to form a plan for clearly communicating its intention to the board and its employees.

Time was of the essence. PwC needed to maintain confidentiality to make sure that employees did not hear of the divestiture prematurely from an outside party, which could severely damage internal trust. That meant the leadership team had to balance speed and quality, moving as swiftly as possible to secure a suitable buyer. PwC carefully laid the groundwork to carve out its Public Sector business before approaching its employees. Months of diligent work on a communication plan were not in vain. PwC quickly and clearly explained the opportunity to its partners, principals and employees — demonstrating how a divestiture would benefit all shareholders.

Managing change with integrity

Navigating the transition with sensitivity was crucial to maintaining the trust of employees. Once its plan was solidified and communicated, PwC addressed concerns with care. It assured its Public Sector employees that the goal was to find them a better opportunity; short of that, there would be no deal. As part of that promise, PwC dedicated itself to fostering an environment where employees felt not only secure in their jobs, but eager for the future. It committed to finding a buyer who could better invest in the future of the acquired business and offer employees a greater chance of growth. 

With the employees’ buy-in and the board’s go-ahead, PwC was ready to divest. In the end, the company identified Veritas Capital as the right-fit buyer, a private equity firm with a resume of relevant experience in the public sector and a strategic vision to move the business forward. Just three months later, the deal was complete.

Success in a large-scale business transformation relies on speed and certainty. Moving quickly reduces the amount of time required to keep confidentiality — essential for maintaining trust and reducing disruption — and builds momentum toward the deal. Competitive tension drives investors to come to the table with a final bid, making sure that the deal closes without the risk of value leakage. Both speed and certainty are the result of careful preparation. The tighter the deal, the shorter the time between signing and closing, and the greater the deal’s value and shareholder return. 

Read our full report: The power of portfolio renewal and the value in divestitures

Reinvesting for future growth

Divesting its Public Sector business provided PwC with an influx of capital to distribute among its shareholders and reinvest in other priority services and solutions. Over $200 million of the proceeds went toward incremental capital for growing the company’s Cloud and Digital and Cyber, Risk and Regulatory businesses. What is PwC most proud of? Doing right by its employees. PwC would only move forward with a deal if the outcome was fair to its partners, principals and employees. The business retained nearly all 1,500 employees in the transition, thanks to PwC’s commitment to making a mutually beneficial deal and helping people see its value.

A playbook for proper portfolio divestiture

One of the most valuable outcomes of divesting is experience. In the process of divesting its Public Sector business, PwC applied years of experience and a well-honed set of leading practices. These included the directive to continuously evaluate its portfolio, prepare resources ahead of a deal, communicate clearly with employees and shareholders, and move quickly to maintain confidentiality. From initial analysis to final closing, the company navigated the process with care and consideration for its partners, principals and employees. Executing its own divestiture left PwC with an even more refined playbook to help advise its clients and partners through the same process.

By applying its proven process for rigorous portfolio management, PwC was able to make proactive, strategic decisions toward its long-term goals, fast. Regular, detailed analysis gave the company insight into how to move forward, and a cultural mindset shift opened new possibilities for responsible growth. Thanks to agile, data-driven decision making, PwC emerged ready to grow — not necessarily bigger, but better.

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“Divestitures are not about cutting losses. They are about identifying whether a better owner exists who could prioritize and focus investments and see opportunities for synergies to increase value.” Martyn Curragh CFO & Head of Portfolio Strategy, PwC US

“A successful divestiture takes careful preparation. In divesting our own Public Sector business, we knew how to manage the process properly.” Marina Shvartsman Head of FP&A & Corporate Development, PwC US

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Michael Niland

US Divestitures Services Leader, PwC US

Elizabeth Crego

Deals Clients & Markets Leader, PwC US

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Case Study: Project Portfolio Management Solution

• 10 November 2020
• Automotive & Transportation , PPM Solutions & Services

The Challenge

Our client, a leading UK car insurance firm, engaged MIGSO-PCUBED to deploy a cost-effective Project Portfolio Management (PPM) solution. The client wished to manage their portfolio of IT and Strategic projects through a single online tool.

Moreover, the client wanted to establish an overall Project Portfolio Management solution that would enable them to centralise their portfolio data at both the leadership and implementation level. This would provide leadership with visibility on ongoing project work needed to manage projects. Enhancements included detailing why those projects exist, what benefit they bring, and what they cost. This would allow the client to better prioritise their portfolio, focusing on those projects that give the biggest benefit to the business.

Provide clarity over all change delivery work being undertaken to enable us to execute our most important changes more quickly.

The client’s changing environment presented an additional challenge. They had recently started their journey to deliver more change via a Tribe based model. The Tribe model was made famous as a method of scaling agile by Spotify and is based on autonomous teams. As such, it would ultimately alter the mix of delivery methods within the portfolio of projects. The Portfolio Office would need to be able to support a hybrid delivery model.

Read also: The 4 Trends Shaking Up Project Portfolio Management

The Solution

Understanding that the client’s portfolio was in a state of flux, we adopted an adaptive delivery approach. This allowed the team to iteratively deliver value over two accelerated phases of work. The approach also ensured that the overall solution could be refined in line with regular feedback and could incorporate any changing requirements.

In the spirit of enhancing collaboration, we formed an integrated project team with our client. We adopted a sprint process and agile principles to promote engagement and transparency. Finally, implementing regular review retrospectives of our delivery approach supported embedding a culture of continuous improvement within the client organization.

The project was structured around the four dimensions of transformation: Tool, Data, Process, and Change. Operating within these four integrated workstreams, we were able to ensure that each key dimension was adequately considered when developing any new capability.

During the first phase, MIGSO-PCUBED focussed on deploying an MVP configuration with Microsoft Project Online tool. We engaged with a core stakeholder group of users to refine the solution to meet their needs. This enabled us to quickly stand up a PPM platform for the client’s IT and strategic projects, centralising their data, and driving early efficiencies through team collaboration.

During the second phase, we continued to enhance the functionality of the project portfolio management software tool. We focused on enhancing the ability to manage resources and financials across all change delivery – including both Tribe and Project data.

Additionally, we helped the client to establish its digital reporting capability developing Power BI reports based around key leading indicators. This enabled us to provide automated, real-time access to portfolio data across multiple data sources.

Once we had successfully migrated project data into the platform, we used MIGSO-PCUBED’s lean innovation techniques to run Rapid Improvement Events. These events were focussed around continuously improving data quality and completeness. The team established data KPIs providing the team with the ability to first identify poor performing areas and then to innovate around improvement initiatives. We would then implement and measure their effectiveness on an iterative basis.

In parallel with the development of the digital platform, we defined consistent project and programme management processes in the form of Working Practice Guides. These guides detailed the key process steps across various disciplines and how they could be executed effectively within the tool. 

For the second phase, the core focus of the process workstream was to help define and establish a Portfolio Office (PfO) function. We ran several interactive workshops with the client to ideate the scope, mission, and objectives of the PfO. We then defined the services it would provide in order to drive value across the portfolio and its stakeholders. By establishing a Development Roadmap, we were then able to successfully roll out the first stage (of three) of its capability.

Encapsulating all the other workstreams was our change workstream.  We applied MIGSO-PCUBED’s change management principles , tools, and techniques to ensure that any changes we deployed were successfully adopted. Consequently, we were able to identify key stakeholders and engage with them regularly to generate excitement. We also provided them with the relevant training and development needed to effectively sustain those changes from day one.

The Benefits

After the two accelerated phases of work, the joint MIGSO-PCUBED / client team had successfully deployed an effective Project Portfolio Management solution.

Improved Team Collaboration

Improved project team collaboration “in excess of 150 active users” through a digital accessible platform that facilitates remote working.

More Accurate Portfolio Data

“Increased data completeness from 42% to 67%” and improved the quality of data held within the digital platform.  This enabled the PfO to ensure more accurate and reliable data is made available for consumption by the leadership team.

Increased Visibility Through More Efficient Reporting

Established a suite of “ 7 Power BI reports across project, programme and portfolio data” providing automated, real-time access to portfolio data. This improved visibility and insight whilst reducing manual reporting effort and lead times.

Established a Portfolio Office function

Provisioned a central PfO function that proactively supports portfolio planning and provides oversight and control over portfolio delivery. The PfO “defined and rolled out 27 PfO service elements” .  It also operates as a centre of excellence to drive continuous improvement and learning.

Improved PPM Maturity

Drove the consistent application of PPM processes through training/development and sharing of working practice guides across the PPM community. This resulted in a “15% increase in PPM Maturity” .

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Portfolio Solution for a Digital Transformation of an Asset Management Firm

About the client.

The Client is a private investment firm based in the US. They have been in business since the ‘90s, working with high net worth individuals, investment firms, pension, and profit-sharing plans, charitable organizations, and corporations.

The Client employs financial advisors that provide expensive specialty services through a turn-key asset management platform (TAMP). With almost $30 billion in assets, the advisor-strategists build customers’ financial portfolios based on their risk tolerance and personal preference. They also assist in managing funds and investments.

Business Challenge

The Client used to provide advisors with a third-party off-the-shelf solution for portfolio management. This meant recurring licensing fees and incapability to enhance the software with the Client’s tailored features to fine-tune custom portfolios. The Client also required to reconceptualize the user experience. It implied the digital transformation of business processes, which was impossible with the off-the-shelf product. 

The Client decided to get a proprietary custom financial software capable of providing advisors with the best customer engagement experience. Advisors demanded a business tool for a full cycle of operation with portfolios and a customizable interface layout. Through a proprietary solution, the Client also wanted to eliminate the license expenses and increase their business capitalization with a new valuable intangible asset.

The Client chose Devexperts due to their experience in the development of tailored wealth management solutions and a previous record of successfully delivered FinTech projects.

Devexperts developed both the front- and back-end of a new portfolio management solution, which incorporated the following features required by advisors:

• Compilation and on-the-fly adjustment of custom portfolios
• Comparison of solution’s portfolios with external accounts (held at any financial institution)
• Configuration of UI layout for the variability of portfolio visuals – intelligent customer engagement through the capability to shift and change portfolio information based on advisor’s demands

On top of these features, the new proprietary portfolio management solution provides:

• Elaborate information with the risk-return ratio for portfolio returns evaluation based not solely on investment returns
• The fulfillment of customer demands according to short- and long-term investments – demonstration how different investment decisions and market conditions impact customers’ goals

Additionally, the new software provides advisers with instruments that optimize their day-to-day business activities. They comprise of initial customer conversation, ongoing financial planning discussions, performance, compliance and tax reporting, and billing.

New Client’s portfolio management solution consists of modeling, comparison, and analysis tools. The robust proprietary solution allowed the Client to accomplish the purposes of:

• Cutting costs on the key software for their business by eliminating license fees
• Implementing a portfolio management solution customizable for business requirements 
• Providing the best service to advisors, the key customers of the Client

Through the implementation of the new proprietary solution, the Client was also able to accomplish outstanding financial results. According to the Client’s financial reports, a year after the solution’s introduction, the business reached a CAGR of 17%, and net flow grew by 245%. The new portfolio management solution had a direct impact on bringing more assets to the platform and thus in successful valuation for the Client’s IPO launch.

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Vertex pharmaceuticals: r&d portfolio management (a) description.

Vertex Pharmaceuticals, Inc., a drug discovery company that recently decided to pursue a vertically integrated business model, chose to build up its clinical development and commercial capabilities and infrastructure. For the first time in its history, Vertex will select two drug candidates from its internal research portfolio of four projects to develop on its own, without the help of strategic partners. CEO Joshua Boger and President Vicki Sato are grappling with which two projects to select. Focuses on how to select projects and how to manage the process of portfolio selection.

Case Description Vertex Pharmaceuticals: R&D Portfolio Management (A)

Strategic managment tools used in case study analysis of vertex pharmaceuticals: r&d portfolio management (a), step 1. problem identification in vertex pharmaceuticals: r&d portfolio management (a) case study, step 2. external environment analysis - pestel / pest / step analysis of vertex pharmaceuticals: r&d portfolio management (a) case study, step 3. industry specific / porter five forces analysis of vertex pharmaceuticals: r&d portfolio management (a) case study, step 4. evaluating alternatives / swot analysis of vertex pharmaceuticals: r&d portfolio management (a) case study, step 5. porter value chain analysis / vrio / vrin analysis vertex pharmaceuticals: r&d portfolio management (a) case study, step 6. recommendations vertex pharmaceuticals: r&d portfolio management (a) case study, step 7. basis of recommendations for vertex pharmaceuticals: r&d portfolio management (a) case study, quality & on time delivery.

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Case Analysis of Vertex Pharmaceuticals: R&D Portfolio Management (A)

Vertex Pharmaceuticals: R&D Portfolio Management (A) is a Harvard Business (HBR) Case Study on Technology & Operations , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. Vertex Pharmaceuticals: R&D Portfolio Management (A) is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. Vertex Pharmaceuticals: R&D Portfolio Management (A) case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. Vertex Pharmaceuticals: R&D Portfolio Management (A) will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.

Case Study Solutions Background Work

Vertex Pharmaceuticals: R&D Portfolio Management (A) case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Technology & Operations, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of Vertex Pharmaceuticals: R&D Portfolio Management (A), is to not only build a competitive position of the organization but also to sustain it over a period of time.

Strategic Management Tools Used in Case Study Solution

The Vertex Pharmaceuticals: R&D Portfolio Management (A) case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.

Texas Business School Approach to Technology & Operations Solutions

In the Texas Business School, Vertex Pharmaceuticals: R&D Portfolio Management (A) case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis. We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – Vertex Pharmaceuticals: R&D Portfolio Management (A)

Step 1 – Problem Identification of Vertex Pharmaceuticals: R&D Portfolio Management (A) - Harvard Business School Case Study

The first step to solve HBR Vertex Pharmaceuticals: R&D Portfolio Management (A) case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Vertex Select is facing right now. Even though the problem statement is essentially – “Technology & Operations” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Vertex Select, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.

Step 2 – External Environment Analysis

Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the Vertex Pharmaceuticals: R&D Portfolio Management (A). The external environment analysis of Vertex Pharmaceuticals: R&D Portfolio Management (A) will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.

What is PESTEL Analysis? Briefly Explained

PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Vertex Pharmaceuticals: R&D Portfolio Management (A) case study. PESTEL analysis of " Vertex Pharmaceuticals: R&D Portfolio Management (A)" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.

How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?

As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with Vertex Pharmaceuticals: R&D Portfolio Management (A) macro-environment and how it impacts the businesses of the firm.

How to do PESTEL Analysis for Vertex Pharmaceuticals: R&D Portfolio Management (A)

To do comprehensive PESTEL analysis of case study – Vertex Pharmaceuticals: R&D Portfolio Management (A) , we have researched numerous components under the six factors of PESTEL analysis.

Political Factors that Impact Vertex Pharmaceuticals: R&D Portfolio Management (A)

Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.

Government policies have significant impact on the business environment of any country. The firm in “ Vertex Pharmaceuticals: R&D Portfolio Management (A) ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.

Data safety laws – The countries in which Vertex Select is operating, firms are required to store customer data within the premises of the country. Vertex Select needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.

Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. Vertex Pharmaceuticals: R&D Portfolio Management (A) has numerous instances where the competition regulations aspects can be scrutinized.

Import restrictions on products – Before entering the new market, Vertex Select in case study Vertex Pharmaceuticals: R&D Portfolio Management (A)" should look into the import restrictions that may be present in the prospective market.

Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Vertex Select in case study “ Vertex Pharmaceuticals: R&D Portfolio Management (A) ” should look into these export restrictions policies.

Foreign Direct Investment Policies – Government policies favors local companies over international policies, Vertex Select in case study “ Vertex Pharmaceuticals: R&D Portfolio Management (A) ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.

Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.

Tariffs – Chekout how much tariffs the firm needs to pay in the “ Vertex Pharmaceuticals: R&D Portfolio Management (A) ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Vertex Select can compete against other competitors.

Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at Vertex Pharmaceuticals: R&D Portfolio Management (A) case study have to assess whether their business can benefit from such government assistance and subsidies.

Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.

Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.

Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.

Corruption level – Vertex Select needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.

Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.

Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.

Economic Factors that Impact Vertex Pharmaceuticals: R&D Portfolio Management (A)

Social factors that impact vertex pharmaceuticals: r&d portfolio management (a), technological factors that impact vertex pharmaceuticals: r&d portfolio management (a), environmental factors that impact vertex pharmaceuticals: r&d portfolio management (a), legal factors that impact vertex pharmaceuticals: r&d portfolio management (a), step 3 – industry specific analysis, what is porter five forces analysis, step 4 – swot analysis / internal environment analysis, step 5 – porter value chain / vrio / vrin analysis, step 6 – evaluating alternatives & recommendations, step 7 – basis for recommendations, references :: vertex pharmaceuticals: r&d portfolio management (a) case study solution.

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A CASE STUDY ON PORT FOLIO MANAGEMENT

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Portfolio Management Harvard Case Solution & Analysis

Home >> Harvard Case Study Analysis Solutions >> Portfolio Management

Portfolio Management Case Solution

Portfolio Management analysis

The term portfolio means to analyse, identify and manage the associate projects, which are subjected to risk and return. In order to handle the portfolio of different companies, fund managers involve in a critical evaluation of managing the stocks of different portfolio companies and conclude the annual results to the investors regarding decisions about the current investment within the selected companies.

In the case, various stock markets are selected to assess the portfolio under the trading of New York stock exchange. Therefore, four stocks under the market are selected to build the portfolio in order to make high returns for the potential investors.

Business Development Corporation

This sector is the most popular in the recent history due to increase in the average market share of the emerging venture capital investment companies. Therefore, the selected companies in this sector have been included in order to assess the expected returns and risks of the portfolio. McKesson Corporation and Terex Corporation are considered the main sectors for the selected portfolio of Business Development Corporation. Following are the factors, which are used to analyse the expected risk and return for the particular analysis.

McKesson Corporation

McKesson Corporation is the most successful company in the field of pharmaceutical and health care operations. It was involved in various merger and acquisition of different small firms in order to increase the market shares through expanding the internal operational activities for higher profits.

  Factors under Portfolio analysis

The first factor to consider under the portfolio is the expected return generated from the historical data of one year. It is the main tool to assess the expected performance of the portfolio for the selected years. On the other side, the standard deviation is high and thus illustrates that the investment will be quite risky because of the fluctuation in shares price.

The prices would go down due to the developing phase of the company, and would allow investors to make certain decisions regarding the interest to hold the share for high profit margins. Therefore, this portfolio is quite better for the investment due to the high expected annual return.

Terex Corporation

Terex Corporation is one of the leading companies in the field of construction and mining. It was involved in various acquisitions of different small firms in order to boost its operational activities and to increase the market share price by increasing the company’s performance. According to the current portfolio, various factors have been analysed to assess the performance of the company for the coming period

Expected return

From the following analysis, it is identified that the summary of the monthly returns shows positive results in the market due to the increasing level of small firms under the acquisition of the major venture capitalist. Therefore, the expected return would tend to increase in the same margin over the number of selected years.

It is determined from the historical price data of the past year that the price would be less than the last price because of the lower ranges in the initial stage of the sector. This means that various companies were not subjected to the merger and acquisition in the early years of stock. That is why the average prices are low as compared to the last price . However, the expected price mean would tend to increase in the coming period.

Standard Deviation

From the following results, it is identified that the average standard deviation shows less volatility due to the less fluctuated results of the stock prices. Therefore, there is less risk to this portfolio and this allows the investors to make decisions about their investments......................

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