Strategic Resource Allocation 

Greg Milano, CEO of Fortuna Advisors and Author of Curing Corporate Short-Termism

Learn how erroneous objectives, a lack of focus and decision paralysis can stand in the way of effective Strategic Resource Allocation (SRA), which includes the allocation of capital, marketing and R&D.  Resources should be targeted where the economics are best and where the company has adequate differentiation, but all too often they are simply smeared across the company.  Sometimes the biggest business, products or brands don’t create as much value and yet they often attract the majority of the resources.  Effective Strategic Resource Allocation assists management in knowing both where they can grow and where they should grow, and will tilt the investment rates to focus more capital, R&D and marketing resources where they can do the most good. Faster growth, greater profitability, higher multiples and superior TSRs (total shareholder returns) are the reward for companies that excel in Strategic Resource Allocation.

I suggest people read this in advance:  Overcoming 3 Roadblocks to Strategic Resource Allocation and Advancing the Role of Corporate in Strategic Resource Allocation. 

Greg Milano is founder & CEO of Fortuna Advisors, with 30 years’ experience in value leadership and creating ownership cultures, including extended experience as Partner and CEO of the Americas at Stern Stewart and as MD and group head at Credit Suisse IBD.  He is an industry thought leader and advisor to senior executives on business strategy, capital deployment and cultural transformation, helping clients shift toward an “ownership culture.”  Greg is known for his keen insights on behavioral economics, employee engagement and owner-like incentives to align the interests of managers and employees with those of shareholders and other stakeholders. He is the author of the book, Curing Corporate Short-Termism; Future Growth vs Current Earnings, available on Amazon.

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