Most organisations have more worthwhile work than they can support.
TransparentChoice helps leaders decide what to protect, then applies those priorities across the work competing for the same funding and capacity to show the resulting portfolio: what stays, what gives way and the business consequences.
When priorities, funding or capacity change, test whether the decision still holds.
When competing commitments cannot all be supported from the same investment funding and change capacity, several workable combinations may still fit within the same limits. Leadership must decide what to protect and what gives way.
When investment funding and change capacity are already committed, existing work keeps those resources until leadership changes the choice.
Illustrative example
Existing commitments already use the available investment funding and change capacity.
New requirement
A new regulatory requirement must be met.
Make room for the regulatory requirement while preserving the new-market launch and sales channel expansion.
Gives way
Fits the available investment funding and change capacity
Make room for the regulatory requirement while preserving service continuity and finance modernisation.
Gives way
Fits the available investment funding and change capacity
What gives way depends on how leadership values growth relative to core operations. TransparentChoice is designed for decisions of this shape.
Every commitment has an opportunity cost
That means deciding where scarce funding and capacity go, not just whether each initiative is worthwhile.
Leadership should be able to answer:
What gives way as a result?
What would have to change for us to make a different choice?
It can arise within a business unit, a region, a major programme or across the enterprise.
Where should new funding or capacity go?
What existing commitments should change or give way?
How much more should we commit to work already underway?
Work gets approved, continued and funded one decision at a time. Each decision can make sense on its own while the organisation ends up with a portfolio no one deliberately chose as a whole. Those commitments become the starting point for the next choice.
When priorities or constraints change, work already underway may need to give way to something with a stronger claim.
TransparentChoice makes the priorities, assumptions, constraints and dependencies behind the choice explicit.
Use structured comparisons to capture how leaders value competing objectives and test those judgements for consistency. Show whether different views change what stays and what gives way.
Use those priorities to optimise the choice across competing initiatives under funding, capacity and mandatory constraints, accounting for dependencies. See the resulting portfolio: what stays, what gives way and the business consequences.
Change priorities, assumptions or constraints and recompute the portfolio to see the effect on the choice and what would have to change for the result to be different. Later, revisit the same factors when circumstances change and test whether the earlier choice still holds.
Leadership defines what matters and makes the final decision.
Works with what you already use. TransparentChoice sits alongside planning, analysis, governance and PPM/SPM when competing initiatives cannot all be supported and more than one workable option remains. It tests whether different leadership judgements change the resulting portfolio.
2× portfolio ROI
American Planning Association
Focused resources on initiatives that advanced strategy and cut low-value work, including retiring an international outreach programme that was creating little value.
View case study →€6m+ saved
Energinet
Around 60 of 80 projects had been tagged as top priority. Obsolete projects were eliminated, freeing resources and saving more than €6 million.
View case study →Weeks → days portfolio planning cycles
Global Life Sciences Company
Leaders could explore trade-offs, adjust criteria and see the impact instantly. Planning that once took weeks happened in days.
View case study →Trusted By
