What is it? ‘Translating strategy into action’ allows for the creation of a clear ‘line of sight’ between the strategic intent of the Board and the set of projects that need to be established to develop the necessary new or additional competences within the business to deliver the benefits of the strategy.

What it is not? It is not a way to establish an organisation’s strategy nor a way of proving it is the right strategy – it just shows how to implement the decided strategy.

What’s different afterwards? There are no silver bullets to reduce resource contention, but the value returned for the effort expended is maximised, with the portfolio selection process transparent and the sources of choices made open to rational challenge.