Which are suggested techniques to align the portfolio with strategy where measures of strategic success have not been clearly defined? 1. Rate the strategic contribution of an initiative as critical,

Question

Options

• A1, 2, 3
• B1, 2, 4
• C1, 3, 4
• D2, 3, 4

• A
  8% (2)
• B
  4% (1)
• C
  85% (22)
• D
  4% (1)

Explanation

Option C (1, 3, 4) is correct because when strategic success measures are undefined, organisations must rely on qualitative and collaborative approaches: rating initiatives as critical/highly desirable/desirable provides a structured judgement framework, creating a Portfolio Strategy establishes the missing strategic direction, and senior management debate leverages collective wisdom to reach consensus without needing hard metrics. Option 2 - splitting funding into portfolio segments - is a resource allocation technique that presupposes strategic clarity already exists; it does not help define or interpret alignment when measures are absent, making choices B and D incorrect for including it. Choice A is wrong because it excludes option 4, which is one of the most practically important techniques: when formal measures are missing, senior leadership debate is a recognised governance mechanism for determining strategic fit. A helpful memory tip: think "QCC - Qualify, Create, Collaborate" - when strategy is fuzzy you qualify initiatives subjectively, create the missing strategy, and collaborate at senior level; you don't just divide the budget.

No community discussion yet for this question.