Transforming Practice Using Theoretical Framing to Improve Organizational Processes

This paper describes a collaborative inquiry between researchers and practitioners to evaluate portfolio management processes in a Fortune 30 company. At the time of the study, the company was undergoing significant change related to a shift in organizational strategic priority, resulting in a complex research environment that required a clear research question, data collection design, and expectations for research outcomes. First, researchers assisted practitioners in formulating a method of inquiry to describe existing portfolio management processes. Then, researchers framed the analysis of findings to recommend strategies for maturing the portfolio management processes in light of existing governance structures, established practices, and cultural values. The research design and theoretical framing used to arrive at the recommendations not only enhance the internal validity of findings, but are presented as an important strength in this instance of collaborative research and suggested as a model for future similar collaborations.