01
Review how you plan today
We review your current planning, goals and reviews, and agree with leadership what the quarterly process must produce.
Service
Quarterly Planning & OKRs: an OKR framework and 90-day plans your teams follow
Most OKR rollouts fail the same way: too many objectives, key results that are really tasks and nobody looking at them until the quarter ends. We design a quarterly planning process and an OKR framework that fit your company, and run the first cycle with your teams, from the workshop to the review.
The problem
Signals you will recognise
- 01You tried OKRs once, and they were forgotten by week six.
- 02Quarterly planning is a spreadsheet exercise nobody opens again.
- 03Team goals do not add up to the company priorities.
- 04Key results read like task lists, so progress says nothing about impact.
- 05The quarter ends with a surprise instead of a review.
How it works
What we do
02
Design the framework
We set the framework, calendar and company-team links: few objectives, measurable key results, named owners.
03
Run the planning workshops
We facilitate the quarterly planning workshops and turn the output into 90-day plans with owners and milestones.
04
Run the review cycle
We run the check-ins and the end-of-quarter review with you, so the next cycle starts from what was learned.
Topics covered
- OKR framework
- Quarterly planning
- 90-day plans
- Planning workshops
- OKR examples
- Review cycles
Deliverables
- A quarterly planning process with calendar, steps and owners
- An OKR framework sized to your company, with clear writing rules
- Company and team OKRs for the first quarter
- 90-day plans with owners, milestones and dependencies
- OKR examples drawn from your own business, for future cycles
- Facilitation of the planning workshops
- A check-in and review rhythm for the quarter
- Templates set up in the tools you already use
Typical outcome
Each quarter starts with a short, clear plan, every team knows its few priorities, and the quarter ends with a review that sets up the next one.
Twelve to fourteen weeks, covering one full cycle from the first planning workshop to the quarterly review, with scope and price fixed before we start.
Book an Operating AssessmentOften relevant for
Questions we are asked
Both, for different jobs: KPIs tell you whether the business is healthy, OKRs what you want to change this quarter. We link the OKRs to the KPIs in your scorecard.
We recommend not, because linking OKRs to bonuses pushes people towards safe targets. Individual conversations can use them as context, not as a formula.
Not to start. A well-built spreadsheet or your project tool is enough, and the framework transfers if you adopt a platform later.
Yes. Some companies are better served by quarterly priorities and a scorecard, and we decide that with you once we have seen how you plan today.
Related services
Company Operating System
One management system for priorities, goals, metrics, owners and cadence.
KPI Dashboards & Performance Management
The right business KPIs, an executive dashboard and a review rhythm around them.
Team Operating System
The company system cascaded into departments, with clear owners and handoffs.
Related reading
Planning & Execution8 min read
The 90-day plan: a quarterly planning framework for growing businesses
A 90-day plan turns the annual strategy into three to five priorities, each with one owner, a clear definition of done and a weekly check-in. Here is how to run the planning session, the quarter and the review.
Francisco Campos
Planning & Execution9 min read
The complete guide to quarterly business reviews (QBRs) for leadership teams
A quarterly business review is where the leadership team scores the quarter against the plan and decides what changes. Without decisions, it is just a long status meeting.
Francisco Campos
Planning & Execution8 min read
How to turn business strategy into an execution roadmap
Strategy rarely fails on paper. It fails between the decision and the calendar. How to turn a direction into three to five initiatives with owners, dates and a review rhythm that holds.
Francisco Campos
Your company has changed. Has the way it runs caught up?
The Operating Assessment establishes where execution is constrained, and what to fix first.
Who you will speak with
Francisco Campos
Co-founder · Strategy, Operations & Execution
Helps clarify priorities, structure teams and connect organisation design with business execution.
Ana Reis
Co-founder · Leadership, People & Change
Designs and implements People systems, from performance and careers to everyday management routines.
First conversation · 30 minutes
Tell us what is happening
Free and without obligation. Ana and Francisco reply personally.