sp-execute

Start with approved organizational OKRs, give directors two weeks to define department OKRs that contribute to them, then give managers two weeks to define team OKRs. Lower-level OKRs should align with, not copy, the level above, and each top-level key result needs at least one supporting OKR below.

A 90-minute kick-off covers strategic context (15 min), objectives and KPIs (15 min), roles and RACI (20 min), timeline and milestones (20 min), dependencies and risks (10 min), and individual commitments with Q&A (10 min), all facilitated by the initiative owner.

Skip it when there is no approved strategic plan, since you cannot execute what is undefined. It is also not suited for day-to-day tactical execution, which belongs in project management tools like Jira or Linear.

ADKAR structures change management across five elements: Awareness of why change is needed, Desire to participate, Knowledge of how to change, Ability to implement, and Reinforcement to sustain it. Each initiative gets a change plan rating its people impact and expected resistance.

Key red flags include initiatives starting without formal kick-offs, OKRs mandated top-down without negotiation, no change management plan, communication limited to launch day, and measuring only outcome KPIs in the first months instead of process indicators.

Recommended cadence is a brief weekly mention in team meetings, a monthly all-hands led by the CEO, a biweekly leadership review of the BSC dashboard, and a monthly strategy newsletter covering progress stories and achievements.