This sounds similar to what Allen Ward prescribes in using ambitious but flexible targets (the what) to pull work products from teams, rather than pushing tasks

This sounds similar to what Allen Ward prescribes in using ambitious but flexible targets (the what) to pull work products from teams, rather than pushing tasks (the how) onto teams. One thing Ward emphasises that I often see missing in these discussions is the responsibility of the puller to perform demand levelling. Don't try to pull more work products out of teams than they have the capacity for. Spread the work out (over time and over teams), so that teams can focus on executing against targets rather than being distracted by competing targets that need to be traded off against each other.