Transcript
Portfolio strategy is ultimately about making choices. Choices about where to direct resources to have the greatest impact. Choices about what we are going to fix and in what order. Brands in the portfolio should not be equally weighted in those decisions. We have to make choices about where we see the greatest potential for return to help you focus your attention on the biggest jobs to be done. So, have you leveraged your evidence framework of consumer opportunities to understand which elements of the portfolio are performing well and whether there is a genuine opportunity to accelerate growth? Or on the flip side, are we clear on which brands lack growth potential and don’t fit the broader business ambitions? What are the biggest jobs to be done? What will you prioritize to have the greatest commercial impact? What will you deprioritize to free up resources for that?
