I’ve had a number of conversations recently about the topic above.

We covered to a degree with Steve Jenner at our conference:
https://big-cic.org.uk/blog/strategy-execution-portfolio-management/
I did a blog recently with Adam Palmer from Welsh Water:
https://big-cic.org.uk/blog/strategy-intent-to-delivery-reality-making-strategy-happen/
We argue that prioritisation is the missing machinery with Dan Dures from Transparent Choice
https://big-cic.org.uk/blog/from-strategy-to-delivery-why-prioritisation-is-the-missing-machinery/

CHALLENGE - I think that the P3 Community is pre-occupied with prioritising portfolios of projects than ensuring that strategic objectives are achieved. Why do I think that?

many people running projects tell me they don’t understand their organisations strategy or how their project relates to it
people tell me that there are no actual owners for strategic drivers that projects are scored against
the cascade of objectives to sub objectives is not a key data set that exists
people hope the strategy will be achieved because they have scored candidate projects against strategic drivers.
Strategy delivery remains reputedly difficult.

There is NO DOUBT that selection of projects is a key leadership activity, and that toolsets to enable prioritisation of candidate (bottom up) and strategic (top down) projects is essential - alongside the other possible distributions needed for BAU and product development.

Is portfolio management the P3 world coping strategy for an organisation that cannot effectively implement strategy through the organisation?

What do you think?

I would like to put on a session where we properly lay out concerns, and discuss what we can do to improve strategy development, implementation and delivery by following a roadmap using prioritisation as a first step.

Who is up for leading that with me?
@DanD @Greg_Krawczyk @Veronica @Alex_Shapley