Quarterly Review
Last updated
Last updated
At the end of the first quarter, you perform a quarterly review. Remember, you are half-way through your cycle, but you want to ensure that the plans you have in place for the second half of the cycle (the next quarter) still make sense.
The goal here is to make relatively minor refinements: we are still focused on delivering our Big Rocks. We just want to optimize them and ensure that our plan still makes sense and we are making the most out of our available teams and resources.
Now build out the plan for the next cycle, which should be the second half of the time period for your annual Big Rocks. Repeat the same cycle: produce your next two quarters in your Quarterly Delivery Plan, again ensuring that your KPIs all lead toward your Big Rocks.
Review at the end of each cycle. At the end of each six-month cycle, review the Organizational Capabilities Maturity Model and assess if there are any shorter-term changes you should make to continue forward progress.
Do a full strategy review once a year. At the end of each year, perform an in-depth review of the Organizational Capabilities Maturity Model with your leadership team and key departmental staff.
Gather feedback from all layers of the organization.
Emphasize a desire for critical feedback. If you are running the community strategy, or are a C-level executive, you are probably already uninformed as some people simply won’t share some things that are happening on the ground. Make criticism unambiguously welcome and reward people for it.
Integrate changes in your Quarterly Delivery Plan.
