Organizational goals
It all starts at the top. Before a single initiative is named, you put the organization's overarching goals on the table. What you as a whole are aiming for over the coming years, ideally with key results attached to each.
The weights are the top of the chain. You set them before the initiatives are known, so the rules can't be bent afterwards. The same input always gives the same result.
We don't set these goals for you. They are yours, and they stay yours. Our work only begins once they're written down in the same place, so the rest of the review can hang off them.
In the workshop, leadership weighs the goals against each other. Not because any goal is unimportant, but because you can rarely give everything the same force at once. The weights you set become the top of a chain. Further on, each initiative's contribution is counted all the way up here, and an initiative that brings you closer to a heavily weighted goal weighs more than one that brings you closer to a light one.
Starting here is no formality. It's what makes the order hold. When the goals and their weights are fixed before the initiatives are known, no one can retroactively adjust what counts as important to make their own project look good.
In the goal map you then see the goals as they're actually supplied, which ones have initiatives behind them, which are thinly staffed, and which are starving. That picture is often the first time anyone sees where the strategy has coverage and where it only exists on paper.
Want to see it in practice?
The review is done with your own portfolio. Try the platform with your own test data or our demo data, or book a call and we'll show what a setup looks like for you.