Three enterprise decisions. One independent research instrument.

01 · Portfolio governance

Investment governance

Making continuation a decision

Reviews tracked whether work was on plan. They rarely asked whether it was still worth doing.

What changed

Continuing stopped being the default. Investments return with evidence against the outcome they were funded for, and the panel makes an explicit call: persevere, pivot or stop.

In one review an initiative was on plan but not moving its outcome; the panel changed its direction instead of letting it run green.

02 · AI adoption

AI-enabled delivery: avoiding scaling a misleading success

Following the time AI saves

Teams reported that AI saved time. Nobody could say where that time went.

What changed

Pilots were judged on review load, quality, end-to-end flow, adoption and usage-based cost. When saved coding time reappeared in review, I changed the recommendation: fix review first, then put the capacity into backlog and quality.

03 · Product operating model

Organisational change

Giving benefits an owner

A business case justified starting the work. After delivery, nobody clearly owned whether the benefit arrived.

What changed

Each intended benefit has a named owner, is revisited after release and feeds the portfolio’s decisions to continue, change course or stop.

Leaders moved from output targets to outcome goals.