THE INCREMENTAL PATHWAY / CEO
Illustrative. Adapted to your requirements.
Our 80/20 approach uses a shared structure, then tailors the priority, data, tools, controls and success measures. The balance varies with your needs; it is not a fixed scope or a promise of results.
Priority: Capacity for a customer pilot
Accountability: Executive sponsor + delivery owner
| Period | Work | Decision evidence |
|---|---|---|
| Weeks 1–4 | Agree customer needs, baseline and first experiment | Named owner; usable source data; success threshold |
| Weeks 5–8 | Trial, learn and adapt the operating workflow | Effort, quality and outcome evidence |
| Weeks 9–13 | Choose what to scale and commit capacity | Accepted value case; ownership; roadmap |
FUNCTION establishes choices within each function. ENTERPRISE connects the cross-functional portfolio, dependencies and operating commitments.
Allocate capacity to named strategic work before expanding the programme; review whether it was used and whether it moved the intended outcome.
[Owner] will assign [usable hours] to [priority] and review [outcome] on [date].
Capacity is not fully fungible: skill, timing and location matter. A portfolio score informs judgement; it does not make the investment decision.
Illustrative scope: One strategic priority crossing two functions
Core team: Executive sponsor + two function owners + Finance
Capacity goes into: Faster execution of the priority that matters
Scale gate: Milestones improve, capacity is actually reassigned and Finance removes duplicated benefits across functions.
Connected ownership: The executive team chooses trade-offs; each handoff has one accountable owner.
Agree scope, fees, participant effort, approved data and success thresholds before starting. Adapt by business unit and region; examples are not verified client results.