On the one hand, it is well known that a multi-business environment can be really challenging for effective project portfolio management. On the other hand, companies face the paradox that comes from conflicting business aims, such as accelerate to try to reach a benefit and centralize efforts to reduce waste.
With that in mind, what could be a good suggestion to manage the natural interdependencies that may be at different levels between the project portfolio elements (e.g. technical, resources, goals, among others), and between them and other operational activities?