What organizations describe as a chronic "prioritization problem" is, in this framework, almost always a lack-of-focus problem in disguise. If a real strategy exists — with genuine focus, transparency, and a bet — prioritization becomes implicit and the recurring fights over what to work on next stop happening.
This reframe is a coaching tool: when a team says "we can't agree on priorities," the underlying diagnosis to check for is the absence of explicit strategic choice-making, not a process or tooling gap.
"We don't have a prioritization problem. We have a lack of focus problem."