GE-McKinsey Matrix
Updated 2026-08-05
INTRODUCTION
English translation pending.
CORE DEFINITION
A portfolio analysis framework developed by McKinsey for General Electric in the early 1970s as an upgrade to the Boston Consulting Group growth-share matrix. Each axis is a composite index: industry attractiveness combines market size, growth, profitability, and competitive intensity, while business unit strength combines market share, brand, technology, and cost position. The nine resulting cells map to three strategic zones: invest and grow, selectively manage, and harvest or divest. The indices require weighted judgments, so the output is only as sound as the weights assigned, and the matrix describes a position rather than a decision.
SCAFFOLDING EFFECT
Reduce cognitive load
- Portfolio Allocation: decide which businesses deserve capital, which deserve maintenance, and which should exit. - Multi-factor Scoring: replace single-metric judgments with explicit weighted criteria. - Zone Discipline: force a position into invest, selective, or harvest rather than avoiding the choice.
Anchor fast decisions
The growth-share matrix judges a business on two single figures, growth and share, which makes it fast but blind to margin, competition, and capability. Building each axis from multiple weighted indicators captures the factors that actually determine returns, and the nine-box layout adds a middle zone, which matters because most real businesses are neither clear winners nor clear losers. Forcing each unit into a cell also makes the resource trade-off explicit, since capital allocated to one cell is visibly withheld from another. The framework turns an unstructured portfolio debate into comparable positions.
MINIMUM ACTION
In progress 0/1Practice this model in one real situation:
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Source support: Explicit
- newton.com.twhttps://www.newton.com.tw/wiki/GE%E7%9F%A9%E9%99%A3verified
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