More initiatives than resources.
It all looks important.
We make the relationship between what you aim for and what you actually do visible.
The same people behind the review, the platform and change leadership. The services
Different paths. Clear consequences. The same picture for the whole leadership team.
The review in three steps
Five weeks. Fixed price. Two half-days for the leadership team, check-ins with initiative owners, and we do the rest.
The goals, the criteria and the initiatives are yours.
The workshop. The whole leadership team in one room. The foundations are laid before the initiatives are known.
- The organization's goals and each leader's unit goals are presented.
- The leaders describe how they contribute to each other's and the organization's goals.
- The assessment criteria for selecting initiatives are presented, discussed and agreed.
We meet each initiative owner, outside the workshop.
- Ongoing and queued initiatives and activities are listed and linked to the goals.
- The initiatives' responses to the assessment criteria are noted.
- The initiatives are assessed according to your own assessment criteria and visualized from each value-creating perspective.
The walk-through and the delivery.
- The leadership team gathers again and goes through the holistic picture, from every view.
- The leadership team simulates goal fulfillment as the organization's conditions change.
- The delivery is digital and living, a traceable decision record with the prioritization, the dependency map and a time-stamped decision point to follow up and compare against later.
A holistic picture. The same for the whole leadership team.
After a review, the whole leadership team shares the same picture. It answers six questions.
- What are our goals, shared and individual?
- What do we together see as the most important assessment criteria?
- Which initiatives create the most value?
- How far do the initiatives carry us toward our goals, with the conditions we have today?
- Which initiatives carry furthest if we change the conditions?
- How well do they hold up if the conditions change beyond our control?
The leadership team gathered around one holistic picture with several views
A holistic portfolio overview in several views. The leadership team simulates realization scenarios and discusses goal fulfillment.
Is the work leading where we said it would?
Which goals have initiatives behind them, how strong the contribution is, and which goals stand without coverage.
What connects to what?
The initiatives as a network of dependencies. Chains no one holds in their head, and initiatives that are a precondition for several others.
Do our criteria distinguish anything?
A criterion where every initiative gets the same assessment adds no information. This view tests the criteria, not the initiatives.
What happens, and when?
The initiatives over time, with the dependencies respected. What can run in parallel and when the value lands.
Where does the pressure build?
How many initiatives sit in each phase, per flow, so it shows where in the portfolio the load gathers.
Are we holding course after the decision?
A follow-up view for the time after the review. Status per initiative, goal fulfillment and the latest changes, to compare against the time-stamped decision point.
Three yardsticks, never merged into one number. Contribution to goals, decision criteria and feasibility criteria are kept apart. A single number hides the trade-off, and the trade-off is what the leadership team should discuss.
Overall goals.
Unit goals.
New conditions, new priorities.
Decisions that hold when someone asks why.
- A decision record the whole leadership team helped produce
- The criteria were set before the initiatives were known, so a no can be explained
- A time-stamped decision point to compare against when the question comes back
The order visible, the decision yours.
- The dependencies as a network, not a risk list in running text
- Chains no one holds in their head, and initiatives that block several others
- What can run now and what has to wait, with the dependencies respected
A prioritization that holds between meetings.
- The ranking builds on the leadership's own criteria, not on who argued hardest
- The decision record updates when conditions change, not once a year
- A living decision record to share, not slides to build
If you want to keep the picture alive afterwards there is the platform, and if you need support in the execution there is change leadership. The review stands on its own.
