We design the operating model that connects your priorities to funding, portfolio governance and teams, then put it to work in your tools and data.
PPM & Clarity expertise since 2007
The problem
Between the executive committee and the teams, strategy passes through funding, portfolio governance, programmes and tools. Everything is documented, and yet the same question keeps coming back: how does this actually work?
The operating model sits on one side, the tools on the other, and strategy floats above both.
Strategy-to-Execution
Each link hands a decision to the next. When one link breaks, strategy stops reaching the teams.
measurable priorities
funding aligned to priorities
select, prioritise, stop
priorities put into action
work tied to a priority
data owned at source
Execution results feed the next decision cycle.
What sets us apart
A model designed without the tools in mind stays a document. Tools configured without a clear operating model do not change how an organisation decides and executes. We work with leadership on priorities, funding and decision rules, then build them into the tools and data your teams use every day.
This is how we have run our Lean Portfolio Management and operating model assignments: the model designed with leadership, then put to work in Clarity and Jira.
Selected engagements
Large services group
Lean Portfolio Management existed on paper. It became a working decision system across several portfolios. Initiatives that no longer support priorities can be stopped, initiatives with no strategic link are identified and dealt with, and strategy is visible all the way to delivery teams.
International financial services group
From project governance to an operating model that connects strategy, funding and execution.
3 ARTs launched, with the model built into Clarity and Jira from governance to teams.
Financial institution
Lean Portfolio Management designed in workshops, then made operational in Clarity and Jira.
Epic lifecycle, WSJF, Portfolio Kanban, capacity funding and strategic steering now run in the tools.
International industrial group
Structuring governance for a strategic portfolio worth several billion euros.
Roadmaps, governance and consolidated portfolio data, giving leadership the visibility to prepare its investment decisions.
Expertise
The overall framework
Connect priorities to funding, portfolio decisions and execution through practical decision mechanisms, then measure what the strategy actually delivers.
Portfolio, funding and decisions
A portfolio that makes real trade-offs, with its funding, governance forums and stop criteria built into the tools.
Analysis, preparation and knowledge
Strategy decomposition, portfolio synthesis, preparation for governance meetings and PI Planning, process documentation kept current in Confluence. AI prepares the work; accountable people make the decisions.
The operating model, the tools and the data are what make these mechanisms work, from leadership to teams.
A portfolio that won't make trade-offs, a transformation losing momentum, strategy that never reaches the teams, or tools disconnected from the operating model. Tell us what is happening. We'll explain how we would approach it and whether we're the right people to help.
