What does Product Oriented Portfolio Leadership Look like? These leaders …
- Model agile leadership by fostering collaboration, decentralized decision-making, and servant leadership to inspire trust and empower teams.
- Align portfolio objectives, vision, and strategies with organizational goals, ensuring they are outcome-oriented, measurable and continuously updated to reflect strategic needs.
- Organize value streams and teams around products and strategic themes in a way which empowers them to run fast with minimal dependencies and maximum local decision making leading to fast learning and improving the likelihood of great product outcomes.
- Optimize portfolio processes to ensure smooth flow, align governance with lean principles, and promote a sustainable pace for long-term health and efficiency.
- Proactively mitigate risks through empiricism, experimentation, and evidence-based decision making.
- Model Focus, Flow, Outcome-orientation and Empiricism in how the organization’s most significant initiatives are considered and managed.
Does this look familiar?
Honestly, You could come up with this list yourself. All I did was think through what it would look like to apply the Agility Principles for Portfolio Leaders.
But I think its a nice example of the power of starting with principles rather than mechanics/practices.
Does it make sense for Portfolio Leaders to use Portfolio Kanbans? Epics? OKRs? Guardrails/Boundaries? Team Topologies? Very often it does. But these are all much more powerful when you start with the intent and then choose what works in the context.
So, instead of a checklist of practices you’re using (or not) – how about reflecting on whether leadership behaviors are aligned with agility principles?
(FWIW That’s the model I’m using when coaching/mentoring leaders – whether they consider themselves portfolio leaders or not…)