· Leaner Portfolio Management · 2 min read
Tackling Strategy Theater - Fractals To The Rescue (Yet Again)
Strategic themes gathering dust like unused New Year's resolutions? How to apply the same outcome-oriented, empirical patterns used at the team and portfolio level to break strategy theater at the enterprise level.
Are your strategic themes gathering dust like unused New Year’s resolutions? If you’re investing significant energy evaluating initiatives but your enterprise themes seem vague, unconnected, merely decorative, or too restrictive, you might suffer from “Strategy Theater.”
The frameworks these organizations use prescribe a strategy artifact. But the leadership team responsible for it hasn’t boarded the business agility gravy train yet. Or they don’t know how to.
So they define an OKR or Strategic Theme the way they always have.
Like our Epics, Features, Stories or whatever artifact you use in your product delivery organization, we’d like our strategy to clarify why now, where we want to play, and how we will win, in a way that enables aligned autonomy.
Portfolio leaders at a firm I’m working with were doing great work bringing outcome-oriented and evidence-informed steering to the initiative level. We recognized that the strategic themes could benefit from the same improvement. It was beautiful to see Portfolio Managers starting to challenge themselves and their peers to bring more outcome orientation and optionality to their enterprise’s strategy artifacts.
Think about how the same patterns repeat at different organizational scales - like fractals in nature. Your delivery teams run experiments with stories, your product teams with features, and your portfolios with epics. Why stop the pattern there?
A Strategy Owner can be to a strategic theme what an Epic Owner is to an epic and what a Product Owner is to a Product
A Strategy Hypothesis could be to Strategies what an Epic Hypothesis is to epic-level initiatives.
a Strategies Kanban can bring discipline and realistic flow consideration to strategic thinking, like the Portfolio Kanban is bringing to the initiatives level. It can be leveraged to manage the lifecycle of potential strategies - from sensing a strategic threat/opportunity to responding to it.
This isn’t about adding complexity - it’s about extending what already works with minimal addition.
PS: How are you currently considering and developing your strategic themes? I’d love to hear if you’ve tried similar approaches to bringing outcome-oriented empiricism to strategy.
About Yuval Yeret
Yuval is a rare practitioner who has shaped the agility path of dozens of organizations and influenced the frameworks used across the industry. He helps product and technology leaders move from agile theater to evidence-informed, outcome-oriented delivery that creates better value sooner, safer, and happier.