Strategic investment is not one decision. It is about 120.
They fall into six areas and depend on each other: strategy prices the pipeline, the pipeline feeds selection, selection meets resources. Most organizations make them in separate tools and meetings, so the links break. Here is the whole map. Each decision is built and running; the small names show where. Ask a question, or choose how you run your portfolio, to see which decisions answer.
Strategy
What counts, and how much
STRAT IQBusiness drivers at corporate and business-unit level
OKR IQObjectives and key results; urgency apart from importance
Pipeline
What is on offer, and what is missing
Bottom-up intakeIdeas from the people who run the business
TRANSFORM IQCapability gaps the strategy exposes become candidates
TAP IQAsset and application lifecycle: replace, retire, renew
Investment: select
Whole choices, in or out
PORT IQProject portfolio over cash, people and mandates
AGILE IQEpics across value streams, per train and increment
PROGRAM IQPrograms chosen whole
Investment: allocate
Money placed in containers
BU IQThe corporate envelope across business units
ALLOC IQMoney across capabilities
PRODUCT IQMoney across product lines
PROGRAM IQPrograms funded as envelopes
Resources
People now, and capability over years
RESOURCE IQSkills per quarter, internal or bought
CAP IQWorkforce capability on the company's clock
Oversight
Custody of the decision between plannings
ManageForecast against plan; rebalance, trade, realign or hold
GOVERNANCE IQWhich rules bind, and who may cross them
6areas of decision
~120decisions, each with an owner
0heuristic scores
Each area can be run on its own or with the others. Strategy prices everything downstream, selection sends unserved priorities back to the pipeline, resources answer the money, and managing feeds the next cycle.