ABSTRACT
This chapter deals with portfolios that consist of change components only. Portfolio management is the appropriate instrument during these critical phases, where companies have to master change programmes affecting large parts of their organizations. When companies want to implement their strategy supported by portfolio management, in most cases they will structure their complete portfolio into separate subportfolios. Depending on the progress and success of the different portfolio components seen during their implementation, it might be necessary to change the prioritization of those components. When components of a change portfolio are realized, many emotions such as discomfort or fear will lead to a resistance that needs to be managed very carefully. The identification and selection of portfolio components were done in several workshops, involving the management teams of both companies. They were supported by experts of post-merger integration projects, and a change portfolio was identified.
