Where strategy stops living in slide decks.
The Strategy Collection holds focus areas, workforce, goals, and funding as connected objects above the delivery work, so leadership priorities and the work that serves them sit in one system. Our work is standing up Focus and Talent, modeling value streams, and connecting delivery so the roll-up is live.
The Strategy Collection puts focus areas, the people behind them, and the budget against them in one connected place. We stand it up, model it to your value streams, and connect delivery so it rolls up.
What it is
The Strategy Collection holds focus areas, workforce, goals, and funding as connected objects above the delivery work, so leadership priorities and the work that serves them sit in one system.
It is for organizations running strategy out of documents and spreadsheets while delivery data lives somewhere else entirely, and who are being asked to plan on a shorter cycle than that arrangement can support.
What it does
Focus areas modeled to value streams
The structure reflects how the organization is actually organized, rather than how the tool ships.
The people layer alongside it
Workforce and team data sit next to the initiatives, so capacity is part of the same conversation as priority.
A front door for new work
An intake and approval path means the portfolio has one entrance instead of several side channels.
Budgets against the same objects
Forecasts and actuals tied to focus areas, with capital and operating treatment where that matters.
Where it fits
L3, governance and change. It is the executive operating layer on top of the platform, and it is where the argument about what to fund actually happens. It depends on L2 being standardized, because focus areas connected to inconsistent delivery data roll up numbers nobody can defend.
What we do with it
Standing up the foundation
Hierarchy, focus areas, metadata, initiative data intake, the workforce model, intake, and permissions.
Connecting delivery
Standardized project templates for the teams in scope, with identity for them, connected so their work rolls up.
Identity for the strategic group
Roles and permissions for the people who plan, and provisioning that keeps that group correct.
Deciding the operating model
Whether the target is quarterly planning, value streams, or something narrower, before any of it is configured.
Where it earns its place
A carrier moving to a product-centric model
Value stream squads launching on a fixed date need the focus areas to exist first, or the first planning cycle runs in the old model by default.
A leadership team planning in spreadsheets
Centralizing initiatives is the immediate win. The roll-up is the second one, and it needs the delivery layer standardized.
An organization with a fixed planning date
Working backwards from a fiscal planning cycle is what makes the foundation scope itself honestly.
Proof
Strategy Solutions Finalist, 2026
Atlassian Partner Awards, 2026
Questions we get
Can we start with Focus alone?
What about budgets?
Does this replace Jira Align?
How long until leadership sees something?
Licensing
The Strategy Collection is entitlement that many organizations already hold without having stood it up, so the first question at renewal is often whether you are paying for something unused. That reconciliation sits with the rest of the estate in licensing and renewals.