Portfolio decisions can stop weak work
The organisation maintains several possible investments and can reduce, stop or combine work when evidence is poor.
Depends on: P3-M1, O2-M1
Epic P4
Autonomous product strategy and portfolio
The organisation allocates effort across several opportunities and can stop work that is not earning attention.
Purpose
A product organisation can compare investments, account for opportunity cost and update a portfolio from results.
Current status
Research. This is beyond the first Slop Filter experiment and should follow repeated smaller loops.
Milestones
Evidence
Existing narrative and capability roadmap Google Doc
Read through an authorised Google Drive connector and restructured into site pages rather than copied wholesale. The source document link is not published.
Risks and open questions
Risks
- Portfolio metrics can reward motion instead of useful outcomes.
- A single-user product may not justify a large standing organisation.
Open questions
- What minimum history is needed before portfolio allocation is meaningful?
- When should the organisation decide to do nothing?
Linked Wardley components
- Autonomous product organisations
Next steps
- Do not build this layer until a smaller decision loop is measured.