Of course, change in capital-allocation decisions is only one of the many management implications of multibusiness strategic planning. The impact of this broad perspective can and should carry over to every facet of management responsibility.
The need for such top-down guidelines is perhaps most vividly apparent in the “pruning” or divesting activities of a multibusiness company, aimed at milking declining divisions or products for cash, which will then be redeployed in more attractive opportunities. (Hopefully, opportunities exist for redeployment, but this kind of analysis can bring to light imbalances at either end of this spectrum.)