Strategic themes and objectives

A strategic theme in Migreat! from Promigion is a name and a description. There are no other fields. No target, no KPI, no time horizon, no owner.

That reads as a shortcoming and is a choice. A theme that is measured in its own right becomes a second set of books beside your projects — with figures nobody maintains and which stop being true within a quarter. What gets measured here is the work attached to a theme. Not the theme.

Two levels, and the second one is optional

Strategic objectives can sit beneath a theme. They may also stand on their own — an objective does not need a parent. An objective is likewise a name and a description.

You set them up yourself — create, edit, delete — in the administrator settings, and that is a right you grant. Not everyone who can sign in creates a theme.

What attaches to what

Ideas and projects both link to themes and to objectives, several at a time. From an idea or a project you see immediately what it serves.

The other direction works differently, and it is fairer to say so plainly: there is no screen where you click through from a theme to the work beneath it. That is a reporting question. The strategic portfolio overview filters on one theme and counts what hangs off it — ideas, projects, programmes, and how much of that is actually running.

What the reporting gives back

Per theme you see the distribution: how many ideas, how many projects, how many are active, and how many programmes sit beneath it. Alongside that: how much of the work is on track, what proportion of phases is finished, where phases have run past their date, and which projects sit at amber or red health.

That health has four values — green, blue, amber and red — and blue means completed. It is a lifecycle value rather than a degree of trouble, and you set it by hand.

Per objective it shows how many ideas were converted and how many projects are active, so an objective nothing came of is two zeroes side by side.

One thing is stated in so many words: which theme has no ideas yet, and which has ideas but no project. That comes from the idea funnel report, which is the one report you cannot export.

What the link does beyond bookkeeping

Linking is not only administration. An idea attached to both a theme and an objective scores higher on strategic contribution than one attached to a theme alone — and that contribution counts towards its likelihood of success. The weighting behind it is set by the product.

Where the AI sits, and where it does not

Migreat! computes the figures and the charts itself. The AI layer interprets that result rather than calculating it: it is a calculation, not an estimate.

Separately, the AI can propose themes and objectives based on the sector, the kind of organisation and the challenges you describe yourself. It does not read your portfolio to do it. That is available where the AI features are switched on, and it stays a proposal — you accept each one, or you do not.

What Migreat! does not do

No targets, KPIs or time horizons on a theme or an objective. They are not OKRs: there are no key results and nothing is measured against a theme.
No owner on a theme. Who created it is in the history, but that is not a role and no accountability attaches to it.
No budget or schedule of its own per theme. What runs, runs in the projects beneath it.
No benefits management and no benefits realisation. An expected value is free text on an idea, and nothing is settled against it.
No export from the idea funnel report. The other reports produce PDF.
No Power BI connector.

Which plan holds what

Strategic themes and strategic objectives are part of the Enterprise plan, each behind its own licence key. The strategic portfolio overview belongs with them.

Where an environment runs without strategic objectives or without ideas, that dimension drops out of the reporting: the report does not fall over, it leaves that piece out. Without strategic themes the overview itself is not there.

Current prices are on the pricing page.