Strategy comes first — most OKR failures are strategy failures wearing OKR clothes. Learn the complete stack: diagnose before you plan, set OKRs that measure outcomes, cascade without dictating, run the rhythm, and correct honestly at quarter's end.
Individually certified by the CPD Certification Service.
Succevment · Member No. 22858
Certificate of completion · 20 CPD Hours
Course Overview
This course teaches how an organisation converts strategic intent into governed execution — using OKRs not as a goal-setting exercise but as the architecture that connects direction, focus, alignment, and review.
It takes a position most OKR training does not: a company that cascades objectives from an unexamined strategy simply executes the wrong plan faster. So the week starts with diagnosis — research first, opinion last — and only then builds the OKR layer on top.
Worksheets chain daily on your own organisation. By Friday, you leave with a complete first-cycle architecture: diagnosis, company OKRs, cascade map, operating rhythm, and review design.
Learning Outcomes
Diagnose your organisation's real position and leverage points before any planning begins — research first, opinion last.
Translate strategic direction into a small set of company OKRs — objectives that inspire, key results that measure outcomes rather than activity.
Run the OKR/KPI dual system — OKRs to drive change, KPIs to monitor health — without confusing the two.
Cascade and align OKRs across departments and teams without turning alignment into dictation, managing cross-team dependencies.
Operate the full rhythm — quarterly cycles, weekly check-ins, scoring and confidence, and an honest end-of-cycle review that feeds the next cycle.
Signature Framework
Five layers, one architecture — supported by the distinction most implementations blur: OKRs drive change; KPIs monitor health. A lean KPI baseline underneath, a sharp OKR layer on top.
The organisation's position, honestly diagnosed — where to play, how to win, what to refuse. No OKR is written until the diagnosis is done.
Company-level OKRs: the vital few that define what must change this cycle — chosen from the diagnosis, not a brainstorm.
Department and team OKRs aligned to company focus — contribution, not decomposition; negotiated, not dictated.
The operating cadence: quarterly cycle, weekly check-ins, scoring and confidence, and the meeting discipline that keeps OKRs alive.
The end-of-cycle review: honest scoring, learning extracted, strategy re-tested — the loop that turns planning into a governed system.
Course Agenda
Each day pairs teaching and real-world examples with a workshop on the day's layer — plus a distinct company case per module.
Why most OKR failures are strategy failures; research-first diagnosis; position, leverage points, and strategic choices — through the case of a busy, profitable agency whose "strategy" is whatever arrives in the inbox.
The vital few; objectives that direct and key results that measure outcomes; activity-vs-outcome surgery; the OKR/KPI split and the classic anti-patterns — rebuilding a gym chain's eleven objectives and forty-one "key results" into three that matter.
Contribution vs decomposition, negotiated alignment, cross-team dependencies, shared objectives — and when a department should NOT have an OKR, realigning a consultancy whose top-down cascade set its divisions competing.
The quarterly cycle; weekly check-ins that take 15 minutes, not 90; scoring and confidence; KPIs on the dashboard, OKRs in the conversation — reviving a distributor's beautifully set OKRs that died by week five.
End-of-cycle scoring without theatre; persist, pivot, or drop; why OKRs and performance reviews must not merge — then the capstone: building a scale-up's complete first cycle end to end and defending it.
Who It's For
Certification
This course is certified by the CPD Certification Service (Succevment — Member No. 22858). Delegates who complete the five-day programme receive a certificate of completion carrying the CPD Certified logo, evidencing 20 hours of structured continuing professional development.
Assessment combines daily workshops chaining on the delegate's own organisation, a defended capstone architecture, and a knowledge test with a 70% pass mark.
CPD Certification Service · Member No. 22858
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