Leading the conversation on digital connected work
You approved the budget. You greenlit the initiatives. The organization is in motion. And somewhere between that boardroom decision and the front lines, your intent got lost. Finance sees approved investments. Leadership sees dashboards. Teams see projects. No one sees how those views connect to the outcomes the work was funded to produce.
Market conditions are shifting faster than annual planning cycles can track, AI adoption is accelerating across every function, and PMOs are being asked to show strategic value alongside delivery status. The stakes are measurable: organizations that use portfolio management tools exceed their revenue targets 1.6 times more often than those that don’t, according to Planview’s...
The enterprise strategy problem is not a visibility problem. Visibility is necessary — most leaders would be in worse shape without it. But most organizations already have more dashboards than they have bandwidth to act on, more data than they have capacity to translate into decisions, more awareness of what is happening than confidence that...
Most organizations that do scenario planning have the same problem: the scenarios are good, but the decisions that follow don’t use them. Scenario planning is the work of building scenarios — modeling futures, assessing risks, and identifying what could change. Scenario acting is what’s supposed to come next: consulting those scenarios when a real decision...
It’s safe to say nearly every delivery team is adding AI to move faster. But here’s the thing: most are adding it to a stack that already can’t agree with itself. Output climbs. Visibility drops. And all this happens right when leaders are being asked to prove what each release returned. Companies that are aligned...
Most large organizations have a timing problem. Data and dashboards sprawl across the enterprise. But insight rarely arrives fast enough to change outcomes. Forrester’s report, The Strategic Portfolio Management Tools Landscape, Q4 2025, spans more than 20 vendors and ten distinct use cases, reflecting just how complex the planning ecosystem has become. As organizations connect...
Key takeaways: Something has changed in how serious software organizations operate, and it isn’t getting enough airtime. The decisions that shape what ships, what gets killed, and what gets pushed are moving from project managers to product managers. As Planview’s Chief Product Officer, Louise Allen, put it at Pendomonium recently: “Product managers are the cool...
In complex portfolio environments, strong prioritization decisions are only as effective as the organization’s ability to sustain alignment during execution. Even when initiatives are evaluated rigorously, ranked objectively, and aligned to capacity targets, execution can drift if priorities, plans, dependencies, and risks are not consistently visible across teams and leadership. This blog post concludes the...
Organizations invest significant effort in prioritizing initiatives. Strategic alignment is defined. Financial impact is evaluated. Risk and feasibility are assessed. A ranked portfolio takes shape, reflecting enterprise objectives and leadership intent. However, even well-prioritized portfolios can break down during planning. As funding decisions are made and delivery plans begin to form, gaps emerge. Total investment...
Editor’s Note: This blog post launches a new series on software implementation. We’re sharing these insights – gleaned from years of working alongside Planview customers on hundreds of unique implementations – to support leaders and teams in finding lasting software success. Today, we hear from Amichai Faran, Director, Planview Evolve Advisory Services.
