
Organisations rarely fail because they lack ambition.
More often, they struggle because they're trying to deliver too many strategic initiatives at the same time.
As markets shift, AI reshapes priorities and budgets come under greater scrutiny, executive teams face a difficult question:
Does every programme in our portfolio still deserve investment?
It's a question many organisations avoid.
Projects continue because they've already consumed time, money and executive attention. Teams become emotionally invested. Sponsors don't want to admit priorities have changed. Before long, yesterday's strategic initiatives are competing with today's business priorities.
The result is familiar:
The strongest organisations don't just prioritise what they start.
They regularly reassess what they continue.
Portfolio reviews shouldn't be seen as governance exercises or cost-cutting exercises.
They're strategic conversations about where leadership attention, investment and capability will create the greatest business value.
Stopping a programme isn't failure.
Continuing one that no longer supports the organisation's strategic direction can be.
The question executive teams should be asking isn't:
"What should we start next?"
It's:
"If we were making this investment decision today, would we still approve it?"
That single question often changes the conversation.
Nikki Alli is Founder of Mercore Advisory and an Executive Transformation Leader with over 25 years' experience helping boards and executive leadership teams strengthen strategy execution, governance and AI-enabled business transformation across the Middle East, Africa and Europe.
Mercore Advisory helps boards and executive leadership teams strengthen strategy execution, decision-making, governance and enterprise transformation.
Mercore Advisory is the executive advisory business of Mercore Ventures.
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