Portfolio
Which outcomes and investments deserve resources?
Typical boundary
Shared budget, review capacity, priorities
Management model v0.1
Direction is a loop, not a chain of command.
Move from signal to accountable action and back again—without collapsing recommendations, decisions, authority, operations, and effects into one status.
Draft v0.1
Proposed model. The stages are management activities, not a single runtime state machine.
Selected stage · Sense
What is changing?
Gather customer, operational, cost, organizational, and external signals without hiding unknowns.
Output or decision
Scoped signals, concerns, and unknowns
Six activities
Each stage produces something reviewable.
01
Sense
Gather customer, operational, cost, organizational, and external signals without hiding unknowns.
Scoped signals, concerns, and unknowns
02
Frame
Define the situation, affected people, desired outcome, alternatives, constraints, and stop conditions.
Outcome and initiative charter
03
Decide
Evaluate alternatives and current evidence, then identify an accountable human decision owner.
Versioned decision and resource commitment
04
Delegate
Assign responsibilities and permitted discretion within explicit limits, validity, and escalation paths.
Mandate, delegation, commitments, and escalation route
05
Observe
Compare observations against outcomes, guardrails, and assumptions while preserving disagreement.
Evidence assessment and exceptions
06
Adapt
Review whether to continue, change, expand, pause, or retire—and record the next decision.
New decision and required control requests
Different scopes · Same discipline
Local decisions cannot enlarge parent authority.
Product or service
Which capabilities create value for users?
Typical boundary
Outcomes, quality, operational ownership
Initiative
What bounded experiment should happen?
Typical boundary
Mandate, resources, acceptance, stop conditions
Team or agent
What work can this actor undertake?
Typical boundary
Capabilities, targets, duration, limits
Each child scope references the parent purpose and limits. Splitting work into smaller records does not create more budget or authority.
Read the canonical management model ↗