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The mission statement describes an organization’s purpose or reason for existing.
An org slogan is a compelling and memorable phrase/tagline that succinctly captures an organization’s unique message.
A short, concise, concrete statement that clearly defines the scope of the organization.
International Red Cross: To provide relief to victims of disaster and help people prevent, prepare for, and respond to emergencies.
Starbucks: To inspire and nurture the human spirit - one person, one cup and one neighborhood at a time.
Nike: To bring inspiration and innovation to every athlete* in the world. -*If you have a body, you are an athlete.
Tesla: To accelerate the world’s transition to sustainable energy.
(verb in the present tense) +
(what you do) +
(for whom you do it) resulting in
(benefit of your work) +
(location – optional).
Time Allocation: ~90 mins. Can be done in a single day.
Attendees: Leadership and direct reports.
Pre-Work: Decide if creating a new statement or using a current statement. Gather input in advance (survey or whiteboard).
Output: Phrases to use in a mission statement.
[Step One] Brainstorm:Ask participants to review how the survey responses were organized in themes — add more ideas if needed. (OR brainstorm on the board).
[Step Two] Organize & Select Core Ideas: Agree as a group on which ideas need to be included in the mission statement.
[Step Four] Revise: Delegate one person or split into groups and revise/draft the mission statement.
[Step Four] Decide: As a team, decide on a final version of the mission statement.
[Step Five] Evaluate: Does your mission statement meet the quality checklist?
Your values statement clarifies what your organization stands for, believes in and the behaviors you expect to see as a result.
Short list of 5-7 core values and description of what they mean.
From Zappos
Embrace and Drive Change: Part of being in a growing company is that change is constant.
Be Humble: While we have grown quickly in the past, we recognize that there are always challenges ahead to tackle.
Pursue Growth and Learning: We think it's important for employees to grow both personally and professionally.
Be Passionate and Determined: Passion is the fuel that drives us and our company forward.
(Value stated as a noun) and/or (catchy one-line phrase) +
Description of what we mean (behavior you expect to see).
Time Allocation: ~90 mins. Can be done in a single day.
Attendees: Leadership and direct reports.
Pre-Work: Decide if creating a new statement or using a current statement. Gather input in advance (survey or whiteboard). Just the leadership team, or also all staff?
Output: Completed 5-7 values with behaviors.
[Step One] Brainstorm: Brainstorm ideas based on the prompting question provided.
[Step Two] Vote: Ask each person to pick their top three based on those most representing your core DNA.
[Step Three] Build Out Further: In small groups of 2-3, assign one or two values to each group. Ask that group to develop behaviors you expect to see when the value is in practice and alive.
[Step Four] Summarize: Write the catchy phrase and the value statement for each value in small groups.
[Step Five] Present & Evaluate: Do your values meet the quality checklist?
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Strategic issues are critical unknowns that are driving you to embark on a strategic planning process now. These issues can be problems, opportunities, market shifts or anything else that is keeping you awake at night and begging for a solution or decision.
Comprehensive set of questions the planning process should address, and the strategic plan should answer.
What or how do we +
(activity, process, or challenge) +
(outcome)?
Time Allocation: ~30 mins.
Attendees: Leadership and direct reports.
Pre-Work: None.
Output: Output.
[Step One] Ideation: Popcorn ideas.
[Step Two] Align: Agree on the five most important questions to address as part of this process. (Vote if necessary.)
[Step Three] Draft Questions: Re-write each idea into a formal, answerable question.
[Step Four] Tag: One-by-one, tag what the question is most related to - Customers, Employees, Operational Excellence, or Financial/Profitability.
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A SWOT analysis is a quick way of examining your organization by looking at the internal strengths and weaknesses in relation to the external opportunities and threats.
(Attribute, Characteristic or Trend) +
(Impact* to the organization).
Time Allocation: ~90 mins.
Attendees: Leadership and direct reports.
Pre-Work: Gather planning team’s perspective via survey or whiteboard. EXTRA: Gather staff input.
Output: Fully built-out SWOT with at least 5-7 items in each quadrant + 4 “Theme SWOTs.”
Complete the following for each SWOT by General Theme:
[Step One] Brainstorm: Based on the pre-work, brainstorm the ideas in each of the three input areas. (repeat for each theme.)
[Step Two ] Select – Core Ideas: Select the main ideas and turn the sticky note green (make sure to include “so what”). (Repeat for each theme.)
[Step Three] Final SWOT: Pull all areas together in a final SWOT.
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The big shifts/changes/trends are external to the organization and most often things that can be influenced, but not completely controlled.
Identify the key trends likely to impact your organization in the near to mid-term future.
Identification of trends that will impact ANY organization in your industry. ✅
Shifting labor environment impacting staff retention
Cost of higher education
Population growth (2% from 2020)
Inflation driving up price pressure and margin impact
Wage pressure
Pandemic catch up
Lack of affordable housing
Availability of qualified staffing
Time Allocation: ~30 mins.
Attendees: Leadership and direct reports.
Pre-Work: Research “megatrends” in your industry. Pull industry association reports about the future, if available. Assign as homework to come prepared with key insights.
Output: Opportunities and threats.
[Step One] Share: Report-out on key insights from market research.
[Step Two] Identify: Build a list of key trends – social, economic, technological, and political.
[Step Four] Sort: For each trend, identify if it is working for you or against your organization. Color code. If both, add another sticky note.
[Step Four] Re-organize: Pull the ”working for us” items as opportunities into your SWOT. Pull those “working against us” as threats into your SWOT.
[Step Five] Present & Evaluate: Do your values meet the quality checklist?
The current state summary captures the SWOT Assessment and current state of the company in a nutshell statement.
The current state of your company summarized in 3-4 sentences.
An objective summary of your organization, to include both external and internal views.
“The Airport Authority has maintained a solid financial position based on airport-derived revenues throughout volatile market cycles. Regional leaders and the community-at-large broadly support the organization and are actively engaged in helping shape its future. As of the beginning of 2019, the International Airport experienced consistent year-over-year increases in passenger and cargo volumes due to a growing and diversifying regional economy.
As a service organization, the Airport Authority’s success relies on its positive internal culture and highly engaged workforce. Maintaining that over the next several years will be a significant challenge given the competitive labor market and employee retirements.”
Time Allocation: ~15 mins.
Attendees: Leadership and direct reports.
Pre-Work: SWOT.
Output: Written summary of the current state.
[Step One] Individual Thinking: Ask each person to write down how they would answer the prompt (on previous slide).
[Step Two] Share Out: Ask for a volunteer to share out.
[Step Four] Align: Ask for others to add to the first share out.
[Step Four] Summarize: Read out the combined current state summary.
A Vision Statement defines an organization’s desired future state and impact; it provides direction for where the organization is headed and what success looks like (the North Star).
An aspirational picture of the future.
(verb in the future tense) +
(description of the organization in the future or impact on the world).
Time Allocation: ~90 mins.
Attendees: Leadership and direct reports.
Pre-Work: Responses to questions in a survey OR directly in the whiteboard.
Output: Draft vision statement + further described in a vision description.
[Step One] Brainstorm: List your favorite organizations and companies. What do you love about their vision/direction?
[Step Two] Answer: For your organization, answer “What does success look like in 5 years?” and “How is that different than today?” in each core area of your business.
[Step Three] Generate Possible Visions: Use Crazy Eights to brainstorm your vision statement.
[Step Four] Draft Vision Statement: Ask a volunteer to draft 2-3 statements, offline.
The strategic framework is your “planning map” and step one to ensuring your plan is built in a holistic and comprehensive manner. The themes or “big rocks” defined as your framework ultimately become your strategic goals.
3-5 named areas of focus to frame the plan.
✅ Balanced
✅ Holistic
✅ Covers all aspects or perspectives of the organization
Time Allocation: ~20 mins.
Attendees: Leadership and direct reports.
Pre-Work: Extract themes from the Big Bold Vision exercise as a starting point. Draft 1 or 2 frameworks.
Output: Named focus areas (plan framework).
[Step One] Identify Themes: Springboard off the Big Bold Vision exercise to identify themes/critical areas of focus to achieve the vision.
[Step Two] Create the Frame: roup and arrange ideas into thematic areas to create “planning buckets” or categories you will plan within (3-5). Consider potential objectives that might live in each area to help the team visualize how the plan will fit together.
[Step Four] Define the Labels: Name the focus areas or “big rocks” that will frame the plan. These labels provide the structure for building out the plan and evolve into strategic goals.
[Step Four] Evaluate: Do your strategic goal themes (framework) meet the quality checklist?
Customer segmentation defines the different groups of people or organizations a company aims to reach or serve by leveraging competitive advantages. Who are we providing value to?
Providing clarity around who we serve and how we provide value.
Large Auto Body Shops: Large auto body shops seeking rapid insurance reimbursement in Oregon.
Local/State Government Community Programs: An agency focusing on public relations for local and state government community programs.
Field Salespeople: Field salespeople earning between $50K and $100K who are image-conscious first movers looking to purchase a sports car in the next year.
Members: Current and active club members.
Prospects: Waitlisted and other prospective club members.
Segment name
<
Descriptors that are geographic, social, demographic
<
Needs and wants
<
Time Allocation: ~60 mins.
Attendees: Leadership and direct reports.
Pre-Work: Identify 3-4 key customer segments or avatars. Pull customer survey data (if you have it).
Output: Identified customer segments & differentiation strategy.
[Step One] Who Do We Serve? Identify customer segments you are targeting and capture on a poster or Miro (ideal customer).
[Step Two] What Do They Value? Brainstorm what each customer values from you, what they are trying to fix/accomplish/avoid, and why they would choose you over competitors.
[Step Three] Competitive Moves: Based on customer analysis, brainstorm competitive moves you might make to create more value for your customers.
[Step Four] Differentiation Strategy: Use insights from above, coupled with insights from the competitive analysis and your CA’s to craft a differentiation strategy.
[Step Five] Evaluate: Do your customer segments meet the quality checklist?
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Strategies are the general methods you intend to use to grow and reach your vision /intended impact. No matter what the level, a strategy answers the question “how.”
A growth strategy is based on one of three primary approaches to growth and further defined by customer segmentation and competitive advantage, which defines the different groups of people or organizations a company aims to reach or serve and by leveraging competitive advantages.
Our strategic approach is (moves we will make):
Strategy #1: Extend and defend our core segments.
Strategy #2: Strengthen and deepen regional operations, be regionally relevant and market connected. Incorporate processes to touch base with industry partners (suppliers, subs, owners, etc.) monthly in pursuit of new work opportunities.
Strategy #3: Selectively expand new offerings to our core that increase our competitive position.
Opportunity Name: +
Explanation/Summary (Explain the opportunity) +
We will be successful by... (Strategic approach to success).
Time Allocation: ~60-120 mins.
Attendees: Leadership and direct reports.
Pre-Work: Opportunities from your SWOT.
Output: Top 2-4 markets and the associated strategy for growth & impact.
[Step One A] Plot your Opportunities: Determine your dimensions on a 2x2 (fit/attractiveness) grid. Plot each opportunity.
[Step One B] Group Opportunities: Draw a circle around opportunities that are in a similar area. Name the growth dimension.
[Step Two] Develop the Growth Strategy: For each opportunity in the growth dimension, build out the growth strategy.
[Step Three] Key Drivers: Identify 1 or 2 key drivers for growth. Use these to build goals & initiatives.
[Step Four] Evaluate: Do your growth strategies meet the quality checklist?
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Principles Guiding our Growth are established to inform an organization’s approach to growth and impact; these principles should guide decision making and clarify focus when choosing where and how to grow.
A set of 5-7 principles that will guide decision making and clarify approach to growth and impact.
Our strategic growth and impact will be guided by the following principles... +
Principles to guide our decision making when choosing where and how to grow... +
When ensuring we can grow sustainably and with quality...resulting in
Using these principles to guide our decision making...
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A unique characteristic(s) that allows an organization to meet their customer’s need(s) better than their competition can.
Honda: Honda is best at developing precision engines and power trains because its products are the leaders in reliability and technological advancement.
Bikram Yoga: Bikram Yoga is best at productizing the yoga experience and practice because it's packaged for franchising.
Google: Google is best at optimizing searches for any type of information because it continues to innovate and push technology past what was thought possible.
Starbucks: To build the brand one cup at a time, based on three key ingredients: the quality of the coffee, our retail stores, and selective brand extensions.
(Organization Name or We) are best at or have the best +
(activity, asset, process, product/service) because +
(why are you the best).
Time Allocation: ~90 mins.
Attendees: Leadership and direct reports.
Pre-Work: Identify your top 3 or 4 competitors (or competitor groups). Research each one to determine strengths and weaknesses. Include strengths from your SWOT.
Output: List of competitive advantages (have now) (need to develop).
[Step One] Competitive Analysis: Consider your market's top 3-5 competitors. Ask prompting questions to do a comparative analysis. Identify and capture why they win, why they lose, and what their big bold vision is.
[Step Two] Why Do We Win? Based on the SWOT & competitive analysis, identify unique strengths that set your organization apart (define CA’s you have).
[Step Three] Why Do We Lose? Consider CA’s your organization should have to compete (define CA’s to develop).
[Step Four] Strategic Moves: Based on your CA’s and the competitive analysis, brainstorm competitive moves to win/have more impact in your market.
[Step Five] Evaluate: Do your CA’s meet the quality checklist?
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We're so glad you are jumping into building an Actionable Organizational Strategy with us! Please make sure to watch this Course Overview video to get a good orientation of:
Directly after you watch the video, use the following two worksheets to architect your process and set your planning project schedule. Don't over think this piece, just get your schedule on paper so you can get moving!
Use the OnStrategy Planning Model diagram for orientation and context throughout the process. This will help you navigate the process and keep everyone on the same page as to what you're working on and what is next.
Happy Strategizing!
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Mission: Creating a mission that succinctly explains your core purpose.
Recommended Approach: Suitable for leaders working with a team, but also applicable for individual efforts. We encourage involving a bigger group if you want diverse perspectives!
Time Allocation: ~180 mins. Can be done in a single day.
Approach: Two parts - mission first, then values second
Attendees: Leadership and direct reports
Pre-Work: Survey, either with just the workshop participants OR full staff
Output: Mission and values statements
Identifying Mega Trends: Recognizing significant trends influencing the organization.
Identifying Strategic Issues: Identifying critical challenges and opportunities.
Building a SWOT by Theme: Conducting a comprehensive SWOT analysis.
Summarizing the Current State: Creating a concise summary.
Data to Gather:
Time Allocation: ~2-3 hours. Can be done in a single day.
Approach: Four parts – megatrends, strategic issues, SWOT, and current state summary.
Attendees: Leadership and direct reports.
Pre-Work: Data gathering.
Output: SWOT by theme, 5-7 strategic issues, and summary of your current state .
Welcome to the winning strategy section! We refer to it as a winning strategy because it aims to bring success to various stakeholders, including customers, communities, teams, regions, and the world.
While strategy often relates to competitiveness, it can also be about delivering the highest value and impact to those you serve.
Keep in mind that this video contains substantial content. If it feels overwhelming, consider focusing on the key points now and revisiting it for a deeper dive in future planning efforts.
In this section, we’ll cover:
Competitive Advantages – How to Win: Building a winning strategy involves three key elements: "How to Win," which focuses on your competitive advantages.
Customer/Market Growth – Where to Play: "Where to Play" comprises two components: identifying your target customers and determining where you will grow and make an impact.
Guiding Principles: The final part is the identification of guiding principles, which will shape and guide your strategic decisions.
Time Allocation: ~3-4 hours. Consider spreading the 4 parts across several sessions.
Approach: Four parts - competitive advantages, customers, growth strategy, and guiding principles.
Attendees: Leadership and direct reports.
Pre-Work: Competitive research, market research, SWOT, customer survey data, and customer segments or avatars.
Output: Complete growth strategy, differentiation strategy, competitive advantages, and guiding principles.
In this section of the actionable organization strategy course, we’ll cover how to define your bold vision of the future and create the framework of your plan.
We’ll create two core planning elements, including:
Bold Vision: Your audacious destination 3-5 years in the future.
Strategic Framework: How you’ll organize your plan to reach that bold destination.
Time Allocation: ~120 mins. Can be done in a single day. ext
Approach: Two parts - vision and strategic frameworks.
Attendees: Leadership and direct reports.
Pre-Work: Survey, either with just the workshop participants OR full staff.
Output: Draft vision statement, vision description, and plan framework.
In this section of the actionable organization strategy course, you’ll develop the top-level strategic goals of your plan and build a 3-year planning roadmap. You’ll create:
Strategic Goals: Build the goals that are the gap between your vision and the actionable steps needed to achieve them.
Roadmap: How you’ll organize your plan to reach that bold destination.
Time Allocation: ~45 mins. PER GOAL THEME.
Attendees: Leadership and direct reports.
Pre-Work: Strategic framework areas (“big rocks”) defined. Vision board complete.
Outcome: Defined goal statements + detail.
Definition: Long-term, broad, continuous statements that holistically address all areas of your organization. Strategic goals, or SG’s, are the “big rocks” of the framework defined, and they serve as the bridge between your vision and annual plan.
Outcome: 3-5 statements of impact that frame the plan and provide direction for each area of focus.
Long-term, broad, continuous statements that holistically address all areas of your organization. Strategic goals, or SG’s, are the “big rocks” of the framework defined, and they serve as the bridge between your vision and annual plan.
3-5 statements of impact that frame the plan and provide direction for each area of focus.
Relationship & Experience: Become the most socially responsible & impactful gaming trust in the country.
Growth & Reach: Grow to one of the top 5 trusts in Australia.
Future Proofed: Leverage our deep market knowledge to diversify our offerings as we prepare for the future.
Systems & Capacity: Build our systems and capacity to scale and cultivate a healthy culture reflective of our values.
Time Allocation: ~45 mins. PER GOAL THEME.
Attendees: Leadership and direct reports.
Pre-Work: Strategic framework areas (“big rocks”) defined. Vision board complete.
Output: Defined goal statements + detail.
[Step One] Current State (From): For each SG area, summarize where we are today and capture in the “From” field of the workspace.
[Step Two] Future State (To): Define the ideal future state and impact (what we are moving towards). Capture what success looks like in the “To” field of the workspace.
[Step Three] Rationale (Because): Consider the rationale behind this effort (why) and summarize in the “Because” field of workspace.
[Step Four] Define Goal: From Step Two (Future State), refine/articulate the strategic goal statement. Start with a verb, then describe this area's broad aim/vision.
[Step Five] Shifts: Identify the shifts we need to make to reach the goal and how we will measure success.
[Step Six] Milestones: Fill in the roadmap with major milestones.
Core Purpose & Values |
Mission Statement |
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Current State |
Strategic Issues |
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SWOT - Internal Strengths & Challenges |
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Internal Strengths |
Internal Weaknesses |
SWOT - External Trends & Threats |
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External Opportunities |
External Threats |
Winning Strategy |
Principles Guiding our Growth |
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Big, Bold Vision |
Vision Statement |
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2 |
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Strategic Objective #1 |
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Student Achievement & Well-being
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Strategic Objective #2 |
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Supported & Engaged Staff
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Strategic Objective #3 |
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Community, Collaboration, & Partnerships
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Strategic Objective #4 |
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Finance, Safety, & Infrastructure
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We’re so glad to continue this process with you!
Directly after you watch the video, use the following two worksheets to architect your process and set your planning project schedule. Don't over think this piece, just get your schedule on paper so you can get moving!
If you haven’t completed your actionable organization strategy, make sure to complete it before starting your annual action plan. Click here to launch the course.
We will now jump into the next step in the planning process, which is Building Your Annual Action Plan. Please make sure to watch this Course Overview video to get an orientation on what we’re covering:
Directly after watching this video, use the following two worksheets to answer some key questions to architect your OKR structure. Consider the most critical organizational transformation you seek, determine the leads and levels of OKRs, as well as your design principles.
Use the OnStrategy Planning Model diagram for orientation and context throughout the process. This will help you navigate the process and keep everyone on the same page as to what you're working on and what is next.
Happy Strategizing!
OKR: OKR stands for Objectives and Key Results.
Objectives and Key Results are a framework and methodology for deploying organizational strategy through annual targets and shared commitments.
Objectives = Outcomes (what we will do to reach our strategic goals).
Key Results = Results (how will we achieve the objective).
Recommended Approach: This process is best suited for collaboration. We encourage your planning team to set up the annual plan structure and areas of focus.
Key Results describe HOW an objective will be achieved. They are results (not activities) expressed as quantitative metrics and/or verifiable deliverables.
KRs are championed by a manager or director.
3-5 KRs per objective stating clear results as metrics or deliverables.
Quant Metric Results
Qual Metric Results
Time Allocation: ~60 minutes per objective.
Approach: Part II of OKR workshop.
Attendees: Leadership and direct reports.
Pre-Work: None.
Output: 3-5 KRs for each objective .
[Step One] Align: Agree on “What results do we expect this year?”
[Step Two] Organize: Organize KR ideas into 1) improving the current, and 2) creating the future.
[Step Three] Define: Use best practice guidelines to write clear KRs. (metric or deliverable results).
[Step Four] Tag KPIs: Determine if any KRs are KPIs.
[Step Five] Assign: Assign to an individual or team.
[Step Five] Evaluate: Do your KRs meet the quality checklist?
Objectives = Outcomes
Objectives describe WHAT an organization will focus on and deliver (this year) to reach its envisioned future.
Your objectives should align with and advance your strategic goal, express a business-impacting outcome, provide annual focus and clear direction, be shared by teams, and be championed by a leader.
(Label) +
(verb) +
(Statement of impact) +
(intent and outcome).
Time Allocation: ~45 minutes per long-term strategic goal.
Approach: Part I of the OKR workshop.
Attendees: Leadership and direct reports.
Pre-Work: Complete your milestone roadmap and ensure you have your winning strategy complete and a complete milestone roadmap.
Output: 1-3 Objectives for each strategic goal.
[Step One] Brainstorm: Reference the “idea board” (thematic SWOT, growth enablers, competitive moves) and milestone roadmap. Brainstorm the possibilities and critical areas of focus. The idea is to “go hunting” for objectives from your growth strategy and milestone roadmap.
[Step Two] Theme & Prioritize: : Narrow down the objectives you need to focus on and define (create the labels).
[Step Three] Define: Use the prompts and best practice guidelines to define the objective (focusing on impact and outcome). Consider how you will measure success to jump-start KR creation.
[Step Four] Evaluate: Do your objectives meet the quality checklist?
[Step Five] Assign: Assign an Objective Champion.
Measures/Metrics: Quantifiable value that tracks the organization’s performance (number of returning customers compared to last month).
Targets: The numeric value to be measured, as a #,$,%.
Key Performance Indicators (KPIs): A set of quantifiable outcomes that express the overall health and success of the organization. They must be holistic and represent outcomes across all dimensions of the plan (financial, customer, operations, people), while keeping the pulse on the organization’s overall performance.
A complete plan with annual actions must have:
Bonus outcomes:
Example 1:
Objective: Objective Automate and standardize everything we can.
KR1: Reach average $170k/ operating expenses per staff, down from $190k. *KPI
KR2: Complete standardization of core processes by team.
KR3: Complete phase 1 and 2 of ERP implementation.
Example 2:
Objective: Acquire new donors that fit the ABC company profile through proactive, intentional searches.
KR1: Expand mostly specific marketing to bigger overall awareness push.
KR2: Specific campaigns for the county and rurals.
KR3: Increase in new donors: 20% year-over-year. *KPI
There are two different approaches to alignment:
Approach #1: Shared Objective
Company and team key results cascade into the overall company or team objectives, and prioritized projects feed each key result.
Approach #2: Dedicated Company OKRs and Team OKRs
The organization has an overall strategic goal, which has a company objective and team objective that is then informed by company key results and team key results.
Team OKRs can have either measurable or non-measurable objectives and quantitative and qualitative key results.
3-5 KRs per objective stating clear results as metrics or deliverables.
Output: A major IT objective that is a task upon closer review.
Objective: Migrate our infrastructure to the cloud.
Outcomes: A major company strategy to modernize their technology.
Objective: Increase the reliability and efficiency of our technology infrastructure.
Time Allocation: ~2-3 hours
Approach: Part III of OKR workshop.
Attendees: Leadership and direct reports.
Pre-Work: Company-wide OKRs.
Output: 3-5 KRs for each objective .
[Step One] Select Objectives: Determine which OS you support.
[Step Two] Workup: Complete the Key Result Workup.
[Step Three] Prioritize: Group KR ideas based on what is most important right now (save other ideas for waiting in the wings).
[Step Four] Define: Use best practice guidelines to define KRs (metric or deliverable results).
[Step Five] Evaluate: Do your KRs meet the quality checklist?
[Step Six] Tag KPIs: Determine if any KRs are KPIs.
[Step Seven] Assign: Assign to an individual or team.
Prioritized projects are the short-term actions that are critical to accomplishing the Key Result – the “must-dos.” They are the actionable endeavors that result in a specific product, service, or deliverable.
Example – Develop and establish a repeatable grant proposal process and standards.
Milestones are significant events or achievements that mark a key stage of progress towards a larger objective.
A clear actionable statement expressing what will be accomplished by when.
Objective: Expand our footprint to Europe.
Key Result: Establish an EU sales and account team.
Time Allocation: ~20 mins per KR.
Approach: Part III of OKR workshop.
Attendees: KR Owners.
Pre-Work: Completing your team’s key results.
Output: One milestone or prioritized project per quarter.
[Step One] Identify Actions: The minimum is one milestone or action per quarter, but not every quarter needs a milestone (if that makes sense). For example, the KR or initiative may only take two quarters.
[Step Two] Use a Verb: Start each milestone or action item with a verb. Make sure that it is written so that we can easily know it is completed by a simple yes or no.
[Step Three] Assign: Assign each milestone or action item to an owner.
[Step Four] Set Dates: Use best practice guidelines to define KRs (metric or deliverable results).
Org. Strategy Overview
Current State
Winning Strategy
Big, Bold Vision
Go to Miro 
Objectives & Key Results
Build Company Goals
Build Team Goals
Set Prioritized Projects
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