Enterprise strategy & portfolio
Examine which businesses can earn further investment and what the group contributes to them.
A group may own businesses acquired for different reasons at different times. Before another investment cycle or a change of ownership, Dune reviews how those businesses earn money, what capital they need and whether their place in the portfolio still makes commercial sense.
- Which businesses can absorb more capital on acceptable terms?
- What would change if a business operated outside the group?
- Which market assumptions would alter the investment priorities?
Scope of the practice
The economics of each business
Review the customer base, competitive position and capital requirements alongside current earnings. Examine the capabilities shared across the group, including dependencies that would complicate a partnership or sale.
Investment, partnership or exit
Compare the available courses using consistent market and financial assumptions. Work through the demands on management, the cost of changing course and the commitments that follow from retaining a business. The resulting portfolio plan identifies investment priorities and the conditions under which they should be revisited.
Agreed work and outputs
A portfolio assessment with business-level investment requirements and a comparison of retention, partnership and exit options. An enterprise-wide review can be narrowed to a business facing a specific capital or ownership question.
Information to bring
Bring the portfolio overview and available business plans. Identify the investments, disposals or ownership changes already under discussion, including commitments that would be difficult to reverse.
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