Strategy deployment
Turn strategic intent into explicit choices about where money, people and attention should go.
A new book by Wiggo Eriksen
Ambition is easy.
Portfolio choices are not.
Strategy at Risk is a practical argument for treating the portfolio as the place where strategy, risk, benefits and delivery finally meet.
Tell me when it arrives
Coming soon
Currently in development
01 Strategy needs a portfolio that can change its mind.
The premise
The portfolio is not a reporting layer. It is where strategy becomes real—or quietly disappears.
Most organisations do not lack projects. They lack a continuing way to decide which investments still deserve scarce capacity when evidence, conditions and priorities change.
This book reframes project portfolio management as a strategy-deployment system: one that can redirect, delay, redesign or stop work—not merely rank and monitor it.
Four disciplines, one decision system
Connected where it counts.
Portfolio management
Manage initiatives as a living system rather than a static list of approved projects.
Risk management
Bring uncertainty, appetite and aggregate exposure into the investment conversation.
Benefits management
Make the path from outputs to outcomes visible—and keep ownership alive after delivery.
Inside the book
A sharper lens for prioritisation.
Strategic and Risk-Adjusted ICE—ICE+—extends a familiar framework without pretending a score can make the decision for you.
IImpact
Strategy, benefits, urgency and risk effects.
CConfidence
Evidence, assumptions, capability and uncertainty.
EEase
Capacity, complexity, adaptability and delivery risk.
+Judgement
Constraints, dependencies, balance and opportunity cost remain in the room.
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Strategy at Risk
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