Build the Portfolio and
Sell the Portfolio reorganized
CEO | BU-Head
When growth demands clear responsibility
for market, portfolio and sales.
Who decides on market attractiveness, portfolio, profitability and sales execution — and where do grey zones prevent impact?
For CEOs and BU-Heads whose BU has grown over years through product launches, M&A or geographic expansion — and who need an operating model that cleanly links market responsibility, portfolio decisions and sales.
RACI &
KPI architecture
KPI architecture
Operating model for
growth and profitability
growth and profitability
01
How to tell this decision is still open
Typical symptoms
- The BU has grown organically, but market, product and sales responsibility were never systematically reorganized.
- Profitability erodes in individual segments, without clarity whether portfolio, pricing, market logic or sales is the bottleneck.
- Product pipeline and market reality don’t match, because product, strategic marketing, sales engineering and sales aren’t cleanly linked.
Risk if nothing is decided
- Performance problems stay unattributable when Build the Portfolio and Sell the Portfolio remain mixed in unclear lines.
- Portfolio and sales decisions drift apart when market attractiveness, profitability and go-to-market aren’t steered together.
- The next growth wave is structurally slowed, because roles, KPIs, governance and escalation paths don’t fit the market logic.
02
Decision value
After 8–12 weeks it’s clear who runs market, portfolio, profitability and sales — and how decisions flow cleanly in future.
It then becomes visible who runs portfolio, market attractiveness, profitability and sales execution — and how the interfaces are steered.
