Blog 9: From management to involvement

Many organizations still make their portfolio decisions largely top-down. Boards and managers set the priorities, and teams are tasked with executing them. While this sounds efficient on paper, in practice it often proves difficult. Teams feel left out, employees lack the rationale behind their decisions, and the support to truly deliver with full energy is limited. The result: delays, frustration, and a portfolio that yields less than hoped.

Why top-down doesn't work

When decisions are made solely at the top, you're only utilizing a portion of the available knowledge. Teams often know better than anyone else what interdependencies exist, which risks are underestimated, and where hidden opportunities lie. If this knowledge isn't incorporated, blind spots emerge. Moreover, employees feel less ownership of the chosen course of action. The result: post-action discussions, low engagement, and sometimes even conscious or unconscious resistance.

The alternative: creating ownership

True portfolio power arises when employees are actively involved in decision-making. This doesn't mean all decisions must be made by consensus, but it does mean that teams provide input, their knowledge is utilized, and they understand why the final decision was made. The effect is twofold: the quality of decisions increases and support for implementation grows.

Three ways to make this practical

1. Involve product owners actively in prioritization and scenarios. Product owners have a unique overview of the balance between team capacity, dependencies, and the value of initiatives. By giving them a permanent place in discussions about scenarios and priorities, you bring practice closer to strategy. They can identify early on where choices are feasible and where risks arise.
2. Make the assessment criteria transparentEmployees don't always need to get their way, but they do need to understand why a choice is made. Clarifying the criteria used to make decisions, such as contribution to strategic goals, urgency, or dependencies, fosters understanding. This insight prevents endless discussions and makes it clear how teamwork contributes to the bigger picture.
3. Organize dialogue moments with teams. Decision-making doesn't have to take place in an ivory tower. By regularly organizing moments where teams provide input on the portfolio, for example, by discussing scenarios or dependencies, you build a culture of openness. This doesn't have to be complicated: a structured conversation can already remove a lot of noise and lead to better decisions.

The role of the PMO

The PMO can facilitate this shift from management to involvement. By structuring discussions, visualizing dependencies, and clarifying scenarios, the PMO helps teams effectively incorporate their knowledge into decision-making. It acts as a neutral party that guides the discussion and ensures that the organization's interests remain paramount.

From resistance to ownership.

When product owners and teams feel heard and engaged, the dynamic shifts. Decisions are accepted more quickly, discussions shift from defending to contributing, and energy shifts back to progress instead of internal conflict. Portfolio management thus becomes a collaborative process, supported by the entire organization, and that's the difference between making plans and implementing them.

Join the discussion on this topic during our round table.