The context
Organisations often have more initiatives than available capacity. Priorities can compete across business units, while dependencies and decision rights remain unclear.
The proposed approach
The portfolio is assessed against strategic contribution, feasibility, dependencies and delivery risk. Leadership agrees which initiatives should proceed, which should wait and what evidence will prompt a review.
Potential deliverables
- A common set of prioritisation criteria
- A sequenced portfolio with accountable owners
- A review rhythm linked to decisions and evidence