Scaling Product Organizations with Portfolio Agility
A work-in-progress minibook on using portfolio agility to help multi-product organizations see work clearly, improve flow, descale around outcomes, and steer strategic investments with evidence.
A work-in-progress minibook on using portfolio agility to help multi-product organizations see work clearly, improve flow, descale around outcomes, and steer strategic investments with evidence.
A follow-up AI coaching prompt for anyone who sat through my "Product Orientation Through LPM" talk — pressure-test one real initiative, find the real gap, and get one experiment to run in the next few weeks.
AI accelerates team delivery, but it also collapses procedural complexity. As team-level dependencies thin out, the mechanics of scaling frameworks become optional while the first principles of flow and managing WIP become more important.
AI coding tools can make engineering dramatically faster. That does not automatically make the business faster. The constraint often moves to deciding what is worth building, reviewing safely, getting adoption, and proving impact.
Most AI efforts are still stuck in personal productivity. The interesting shift starts when AI moves from something individuals use around the edges of the process to something that changes the process itself. This is what that shift actually looks like inside a Fortune 500 from the CTO's chair.
If your AI effort has plenty of pilots, training, tools, and output but still not enough business traction, the problem may not be AI. It may be that AI is improving the wrong part of the system.