Managing Your Service Portfolio Is Key To Crisis Recovery

I'm a big fan of metrics-based service line analysis and the portfolio management framework that it provides for executive teams. I think it is the best way for provider organizations to manage their present financial performance and their future market positioning.

However, portfolio management in a crisis is an essential, but completely different exercise. Service line metrics are needed to make crucial decisions. In crisis planning, I have four service line questions. First, given the newly changed environment, what service lines have a positive margin or are at least break even? Second, what service lines have a negative . . .