{ "schema_version": "core-reviewed-term-ai-handoff-v1", "version": "core-reviewed-term-ai-handoff-v1", "contract_status": "preview", "distribution": "per_term_read_only_ai_handoff", "no_write_operations": true, "canonical": { "url": "https://core.yogoq.com/en-US/core/business-framework-0108", "slug": "business-framework-0108", "locale": "en-US" }, "summary": { "schema_version": "core-reviewed-term-summary-v1", "term_id": "26d3f2d8-7cb8-59df-a5b7-2d8039f2af66", "canonical_slug": "business-framework-0108", "canonical_url": "https://core.yogoq.com/en-US/core/business-framework-0108", "locale": "en-US", "display_name": "Portfolio Pruning Decision Matrix Framework", "english_name": null, "abbreviation": null, "short_definition": "Portfolio Pruning Decision Matrix Framework helps teams decide portfolio pruning for focus by aligning profit contribution, strategic fit score, and resource drag with customer retention, cost to serve, and roadmap capa…", "quality": "reviewed", "publication_status": "published_reviewed", "version": "core-reviewed-term-summary-v1", "last_reviewed_at": "2026-05-14T00:00:00.000Z", "sources_count": 3, "limitations_key": "core-trust-policy-v1-2026-06-22" }, "content": { "definition": { "key": "definition", "title": "一言でいうと", "text": "Portfolio Pruning Decision Matrix Framework helps teams decide portfolio pruning for focus by aligning profit contribution, strategic fit score, and resource drag with customer retention, cost to serve, and roadmap capacity. It clarifies the focus versus optionality tradeoff and produces a portfolio pruning decision matrix that can be reviewed and reused. It is designed for short-cycle execution reviews, using profit contribution, strategic fit score, and resource drag and customer retention, cost to serve, and roadmap capacity to keep the portfolio pruning decision matrix within sunset criteria and revenue risk limits.", "items": [] }, "formula": null, "boundary": null, "usage": [ { "key": "meaning", "title": "意味", "text": "Portfolio Pruning Decision Matrix Framework describes a practical concept that helps teams frame a situation, compare options, and decide the next operating move. The value is not the label itself; it is the discipline of defining scope, evidence, owner, and decision consequence before the team acts.", "items": [] }, { "key": "usage", "title": "役立つ場面", "text": "Use when portfolio pruning for focus decisions stall because profit contribution, strategic fit score, and resource drag and customer retention, cost to serve, and roadmap capacity are interpreted differently across functions. The framework makes the focus versus optionality tradeoff explicit, assigns owners for each input, and sets a refresh cadence for the portfolio pruning decision matrix. It also specifies sunset criteria and revenue risk limits to prevent drift.", "items": [ "Priority | Clarifies what matters now | Prevents scattered execution", "Ownership | Makes the responsible team explicit | Reduces handoff ambiguity", "Evidence | Connects the concept to observable facts | Keeps decisions from becoming opinion-driven" ] }, { "key": "usage", "title": "使い方のポイント", "text": "Define scope, horizon, and decision owner, then baseline profit contribution, strategic fit score, and resource drag so comparisons are consistent. Collect customer retention, cost to serve, and roadmap capacity, document data quality gaps, and record assumptions that could move the portfolio pruning decision matrix. Run scenarios to test how the focus versus optionality balance shifts and set thresholds tied to sunset criteria and revenue risk limits. Select the preferred option, capture constraints and approvals, and finalize the portfolio pruning decision matrix as the single source of truth. Publish monitoring cadence and review triggers tied to changes in profit contribution, strategic fit score, and resource drag and customer retention, cost to serve, and roadmap capacity. Template: Objective and decision question; Scope and horizon; Metrics (profit contribution, strategic fit score, and resource drag); Key inputs (customer retention, cost to serve, and roadmap capacity); Baseline assumptions and data owners; Scenario ranges and trigger points; Options A/B/C with focus versus optionality implications; Guardrails (sunset criteria and revenue risk limits); Output artifact (portfolio pruning decision matrix); Constraints and approvals; Risks and mitigations; Decision criteria; Owner and timeline; Review triggers; Evidence log and version history. Use Portfolio Pruning Decision Matrix Framework with a clear context and decision owner. Define the scope before comparing alternatives. Separate facts, assumptions, and open questions. Tie the concept to a decision, not only to a vocabulary explanation. Review the definition when the customer, market, or operating context changes.", "items": [ "Define scope, horizon, and decision owner, then baseline profit contribution, strategic fit score, and resource drag so comparisons are consistent.", "Collect customer retention, cost to serve, and roadmap capacity, document data quality gaps, and record assumptions that could move the portfolio pruning decision matrix.", "Run scenarios to test how the focus versus optionality balance shifts and set thresholds tied to sunset criteria and revenue risk limits.", "Select the preferred option, capture constraints and approvals, and finalize the portfolio pruning decision matrix as the single source of truth.", "Publish monitoring cadence and review triggers tied to changes in profit contribution, strategic fit score, and resource drag and customer retention, cost to serve, and roadmap capacity.", "Define the scope before comparing alternatives.", "Separate facts, assumptions, and open questions.", "Tie the concept to a decision, not only to a vocabulary explanation.", "Review the definition when the customer, market, or operating context changes." ] } ], "misunderstandings": [ { "key": "misunderstandings", "title": "判断するときの注意点", "text": "Use Portfolio Pruning Decision Matrix Framework as a decision aid, not as a substitute for judgment. Do not hide weak evidence behind a clean framework. Do not compare options with inconsistent assumptions. Do not keep using the framework after the market, customer, or operating constraint changes.", "items": [ "Do not hide weak evidence behind a clean framework.", "Do not compare options with inconsistent assumptions.", "Do not keep using the framework after the market, customer, or operating constraint changes." ] }, { "key": "misunderstandings", "title": "よくある誤解 / 落とし穴", "text": null, "items": [ "Misconception | It is only a dictionary term | In practice it should change a decision or operating behavior", "Misconception | Everyone means the same thing | Teams should write the scope and assumptions", "Misconception | It is always positive | The term can reveal constraints, risks, or reasons not to act", "Treating profit contribution, strategic fit score, and resource drag as sufficient without validating customer retention, cost to serve, and roadmap capacity creates false confidence and weakens the portfolio pruning decision matrix.", "Overweighting one side of focus versus optionality leads to policies that fail when conditions shift and guardrails are not enforced.", "Missing owners for sunset criteria and revenue risk limits causes governance drift and repeated escalation cycles." ] } ], "examples": [ { "key": "examples", "title": "最小例", "text": "A team discussing Portfolio Pruning Decision Matrix Framework first writes the decision it needs to make, the evidence it has, and the trade-off it is willing to accept. After that, the team compares options and records why one path is better for the current quarter. This makes the term useful in planning, review, and handoff conversations.", "items": [] } ], "comparisons": [ { "key": "comparisons", "title": "似ている言葉との違い", "text": "Compare Portfolio Pruning Decision Matrix Framework with adjacent concepts before deciding. Portfolio Pruning Decision Matrix Framework | Current concept | Use when the team needs the primary decision lens Adjacent metric or framework | Supporting lens | Use when the team needs evidence or process detail General vocabulary | Broad explanation | Use only for orientation, not final decision-making", "items": [ "Portfolio Pruning Decision Matrix Framework | Current concept | Use when the team needs the primary decision lens", "Adjacent metric or framework | Supporting lens | Use when the team needs evidence or process detail", "General vocabulary | Broad explanation | Use only for orientation, not final decision-making" ] } ], "faq": [ { "question": "When should I use Portfolio Pruning Decision Matrix Framework?", "answer": "Use it when the team needs to decide scope, priority, owner, or trade-off, not when it only needs a short definition." }, { "question": "What makes Portfolio Pruning Decision Matrix Framework useful in practice?", "answer": "It becomes useful when it is tied to evidence, a decision owner, and a concrete next operating choice." }, { "question": "What should I avoid?", "answer": "Avoid using the term as a label without clarifying assumptions, boundaries, and how success will be judged." } ] }, "sources": { "source_refs": [ "framework:business-framework-0108:en-US", "framework:business-framework-0108:ja-JP", "core-term-page-500:framework:business-framework-0108" ], "visible_sources": [ { "label": "Business Communication for Success (UMN)", "url": "https://open.umn.edu/opentextbooks/textbooks/business-communication-for-success", "kind": null }, { "label": "Principles of Marketing (Open Textbook Library)", "url": "https://open.umn.edu/opentextbooks/textbooks/principles-of-marketing", "kind": "tier_s" }, { "label": "Principles of Management (OpenStax)", "url": "https://openstax.org/details/books/principles-management", "kind": "tier_s" } ] }, "related_terms": [ { "topic_id": "46d50c87-0e18-52d8-b27f-d860c9a39da5", "canonical_slug": "business-framework-0111", "canonical_url": "https://core.yogoq.com/en-US/core/business-framework-0111", "title": "Execution Cadence Charter Framework", "relation_type": "next" }, { "topic_id": "0570ce08-5897-5bf5-8599-4a3bc16c8181", "canonical_slug": "business-framework-0105", "canonical_url": "https://core.yogoq.com/en-US/core/business-framework-0105", "title": "Competitive Moat Reinforcement Framework", "relation_type": "used_together" }, { "topic_id": "73d54971-cf3a-51c5-b3be-f2b31cf7f816", "canonical_slug": "finance-concept-0136", "canonical_url": "https://core.yogoq.com/en-US/core/finance-concept-0136", "title": "Project Discount Rate Selection", "relation_type": "used_together" }, { "topic_id": "15549854-6bfc-50a6-a01e-43d3a2becc44", "canonical_slug": "finance-concept-0175", "canonical_url": "https://core.yogoq.com/en-US/core/finance-concept-0175", "title": "Investment Hurdle Rate Selection", "relation_type": "used_together" } ], "quality": { "quality": "reviewed", "publication_status": "published_reviewed", "source_count": 3, "last_reviewed_at": "2026-05-14T00:00:00.000Z", "trust_policy_version": "core-trust-policy-v1-2026-06-22" }, "limitations": { "policy_version": "core-trust-policy-v1-2026-06-22", "professional_advice_boundary": "reference_only_not_professional_advice", "text": "This page is reference information for research and learning. For accounting, legal, finance, health, security, or other individual decisions, confirm against primary sources or qualified professionals.", "items": [ "Public pages support general understanding and practical context; they are not professional advice for individual cases.", "Fast-changing information such as regulations, accounting standards, prices, product specs, and legal requirements should be checked against primary sources before final decisions.", "Even when AI-assisted drafting or audit is used, publication relies on quality gates and human-readable evidence." ] } }