We set up periodic strategic planning processes and a prioritized portfolio of initiatives, ensuring resources are focused where they have the greatest impact and the strategy moves forward cycle after cycle.
the
problem
Strategy is usually well-defined at the leadership level, but often there is no clear portfolio that reflects it. Ongoing initiatives respond to requests from different departments, legacy projects, or urgent demands, and no one can say with certainty which ones actually move the organization closer to its goals.
And the ones that do reflect it are often not executed. Some lose focus because they compete with too many others at the same time. Others run out of resources because they were approved without considering the teams' actual capacity. And many clash with day-to-day work: the people who need to transform the organization are the very same ones keeping it running, and day-to-day operations usually win.
01
A portfolio that reflects the strategy
Every initiative connected to an objective; anything that doesn't contribute to the strategy is left out or stopped.
LSA Global
02
Focus
Fewer initiatives at once and a clear order of priority, so you can finish before starting new ones.
McKinsey
03
Assigned resources
Each initiative enters the portfolio with owners, resources, and success metrics.
McKinsey
04
Realistic capacity
Demand for initiatives adjusted to the real capacity of teams, taking their daily work into account.
05
Transformation and operation in balance
A dedicated space to transform the organization without losing focus on the day-to-day operations that keep it running.
06
A repeating cycle
Periodic planning with measurement: each cycle reviews what moves forward, what stops, and what comes in.
what
we do
We map the value stream of a product or service in less than a month, in working sessions with your teams: where value slows down and what to change first.
The process begins with a vision or direction of travel. From there, we define the initiatives to bring it to life, complete with owners and success metrics; we prioritize them in a strategic portfolio and align demand with the actual capacity of the teams, taking daily operations into account. Each cycle is measured and feeds into the next.
the
approach
We design the process with the leadership team and roll it out in an initial cycle. Each step builds on the previous one.
01
Set the address
Together with the management team, we agreed on the vision and objectives that guide the transformation.
02
Define the initiatives
We translate goals into concrete projects and initiatives, with designated owners and metrics.
03
Prioritize the portfolio
We prioritize initiatives by impact and decide which ones to start and which ones to stop.
04
Fit to capacity
We align initiative demand with the teams' real capacity.
05
Measure and repeat
Each cycle is measured and feeds into the next planning stage, until the process is fully established.
frequently
asked
It is about aligning and prioritizing the organization's set of initiatives so that resources are concentrated on those with the greatest impact and those that do not are stopped.
Leadership, in the vision and periodic planning processes. Product, design, and development teams, in defining initiatives and executing them.
Validating ideas with early-stage prototypes and testing before investing in their development. This reduces cost, effort, and risk.
No. The goal is to establish the teams' own process for planning and continuous improvement.
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