Managing Organisations Like Portfolios: A Strategic Lens on Performance and Sustainability.
In leadership, often one of the most overlooked truths is that: An organisation-or any unit within it-is or our pocket of responsibilities is much like an investment portfolio. It demands continual evaluation, strategic allocation, and courageous rebalancing. Just like in investing:
High Performers- High performers are your growth stocks. They deliver strong returns and deserve increased allocation-in form of responsibilities, resources, or expectations all together. Additionaly they need nurturing and timely reviews.
Situational Non-performer- Underperformers due to situational or transitional factors are like temporarily undervalued assets. They need support-whether it's mentorship, skill enhancement, resource allocation or process improvements. With the right care, many can bounce back stronger.
Chronic Non-performer- Persistent non-performance, however, requires tough decisions. When inefficiencies become systemic, we must reallocate-with dignity, not delay. Inaction here is like holding onto a sinking stock out of hope rather than reason.
Sustainers -Sustainers, the quiet contributors-your bonds, PFs, and FDs-bring stability and predictability.
They might not be flashy, but they are critical. These need regular appreciation, a gentle push, and protection, from being overlooked.
In both portfolios and organisations, failure to apply this logic leads to stagnation or decline.Leadership, like investing, is about knowing when to grow, when to enable, and when to withdraw. Perhaps the next time we evaluate a team, a department, or a process-we should ask: Would I keep investing in this, just as it is, if it were a stock in my portfolio?
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