prioritise what matters
Strategic Prioritisation
My Approach
Setting priorities is a continuous exercise. Market, competition, customer needs, company OKRs, and internal stakeholders – are constantly changing. Therefore, it makes sense to regularly review and adjust the priorities we’re focussing on. Setting, reviewing, and calibrating strategic priorities must be managed. I work with the management and stakeholders to build decision-making structures that will regularly review priorities. These structures need their own ways of working – processes, tools and collaboration mechanisms that I help to create. Usually, it means involving stakeholders from different parts of the organisation – stakeholders that have daily exposure to the market and customers – to bring the ‘outside-in’ perspective to product prioritisation. The tools have to be selected carefully to create a road-mapping and prioritisation setup that can evolve over time. Finally, it requires diligent and consistent partnership between the product strategists and other stakeholders to ensure that everyone is on the same page about priorities, the roadmap is clear and so is the path of how to achieve the goals.
1
Create a decision making body
Gathering around the same table people responsible for company goals and product outcomes with internal stakeholders who are in daily contact with customers and bring in the valuable market insights.
2
Establish a regular prioritisation practice
Creating a systematic and structured practice for setting, reviewing, re-confirming, adjusting, and calibrating priorities in a transparent and inclusive way.
3
Constantly adjust and improve the process
Reviewing the prioritisation efficiency and constantly adjusting and improving the prioritisation practices to fit the business context.
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