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Scaling w/ Agility

Next Steps on Your Product Portfolio Agility Journey

Published 6 months ago • 1 min read

You’re actively managing the flow of your most significant investments.

You’ve started conversations about how to descale by organizing around products.

What’s next?

It depends. Where do you want to improve?

Outcome orientation? Aligned Autonomy? Sustainable Pace? Predictability? Empiricism? The principles of agility apply at the portfolio level as well. A principle-based assessment can help you see where you are and support a structured conversation about where to go next.

Focus on WHY you believe improving in a particular area makes sense. What would be the impact, and how does that support your strategic transformational goals?

This is also where the journey becomes less structured. Choose your adventure.

Here are some example paths –

  • When portfolio leaders wanted to improve empiricism and reduce investment risk, we improved the definition of workflow to better reflect and encourage product discovery behaviors. We introduced a key decision point to encourage a conversation about whether to go through discovery or skip it straight to delivery.
  • When a product leader wanted to empower product teams, even when working on the most significant initiatives, we emphasized structuring these initiatives around outcomes, using OKR language instead of classic PRDs and business cases.
  • When an enterprise was struggling with an unsustainable pace, a key intervention was a portfolio planning exercise inspired by agile planning techniques, where the different involved product groups got together and collaborated on creating a realistic portfolio roadmap using pull mode.
  • In a large enterprise with multiple portfolios, we tackled some common patterns across the enterprise, as well as other challenges that were more specific to one portfolio. For example, a Technology Services portfolio focused on applying product thinking to enabling work and identifying/nurturing internal platforms – intending to minimize dependencies and synchronization needed between them and the business-facing portfolios.

What portfolio-level challenge are YOU working on? (Which of these intervention paths would you like me to explore in more depth?)

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Yours,

Yuval

Scaling w/ Agility

A newsletter for leaders on how to think through scaling challenges and develop/grow organizations using product and agility principles and practices.

Are You Struggling to Scale Your Organization ? Need agility but dubious of process BS/dogma? I share reflective, pragmatic, principled takes on how to approach scaling your organization leveraging the essence (rather than theater) of product operating models, agile practices and frameworks, and business operating systems such as EOS and OKRs.

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