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.
Which three strategic priorities should receive capacity released from recurring work this quarter?
Executive sponsor; each priority has one accountable business owner.
Approved strategic commitments, capacity constraints, delivery dependencies and current benefit cases.
Create a prioritised opportunity portfolio with options, trade-offs, capacity commitments and stop criteria.
The leadership team makes the allocation decision and agrees which existing commitments change.
Allocate capacity to named strategic work before expanding the programme; review whether it was used and whether it moved the intended outcome.
Baseline: [measure]. Trial owner: [name]. Review date: [date]. Priority receiving capacity: [priority].
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.