Why Organizational Adaptability?

Organizational adaptability is a business’ ability to spring into action in the face of opportunity. This may be evading catastrophe or expanding new markets. In this historical moment in time, organizational adaptability is top of mind for everyone. Bringing agility into portfolio management, governance, budgeting and finance – which we collectively call Agile Portfolio Management – is a critical enabler of organizational adaptability and business agility.

In our five-part Agile Portfolio Management video series, we cover the following:

  1. An introduction to Agile Portfolio Management
  2. The supply side
  3. The demand side
  4. Matching limited supply to unlimited demand
  5. Budgeting and funding

 

Watch our recent webinar and panel discussion!

Learn how important it is to bring agility into portfolio management, budgeting and finance. Our guides from the video journey, Evan Campbell and Kat Conner, host a panel discussion on steps organizations can take toward greater business agility including special guests.

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Supply

The first stop in our video journey is understanding the business’ supply of value – how much value it can produce. One key covered in this video is what we call “return on teams”: standing up long-lived, multidisciplinary teams which are funded as an indivisible unit that yields predictable value. This prevents the loss of knowledge capital and trust inherent in today’s project-minded operations.

Demand

When it comes to demand, there’s no end to what consumers and the business can dream up for the product delivery teams to develop. It’s important for business leaders to think in terms of smaller bets delivered to the market fast. This means breaking down big initiatives into smaller deliverables that can be prioritized and released incrementally.

Matching & Governance

Again, agile portfolio management is essentially matching unlimited demand to limited supply to maximize strategic goals. This means roughly right planning and request optimization, along with new governance to support it all. These activities can generate much political friction because it means making difficult start-stop-pivot decisions with available data and in time with market opportunities.

Budgeting & Funding

In a nutshell, business agility isn’t possible with traditional slow, annual budgeting and funding cycles. Traditional budgets serve three purposes: optimistic targets, realistic forecasts, and resource allocation – and currently it is serving all of them poorly. Decoupling these sets the business up to fund initiatives more dynamically, with teams as the smallest unit of value production.

Listen to “Introduction to Agile Portfolio Management” podcast

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Contact us to learn how you can increase organizational adaptability with agile portfolio management.

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