Example Planning Calendar | One to One Hundred

Quarter 1
- January
  - First week of January, OKRs
    - OKRs entered into 15Five
    - Email to company (indicates that the OKRs are up and running for the new quarter, training and knowledge around OKRs)
    - Company-wide initiatives released for Q1 to entire company (video and or email sent from CEO)
    - All ELT members host meetings with their teams to kick off and roll out OKRs for Q1
  - Friday, First Week of January – Department Plan Rollout
    - Department specific annual plan roll out meetings
    - Department heads should use these to discussion their three departmental goals for the year, explain how they align to the overall corporate goals, and the other details associated with rolling them out.
  - First Week of January – Onsite kick off
    - Onsite Go to Market team kick off – sales, marketing and CS teams.
    - Tactical planning and training on how we are going to hit the targets in the coming year.
    - Training on any needed product or service offering changes
  - Second Week of January – Variable Compensation Sign-off
    - Sign-off due from each employee on current year variable compensation plans
    - If a signed variable compensation plan is not on file with the company the employee will not participate in one.
  - Last week of January, Company Strategy & Objective setting for following quarter
    - Product, Marketing, Sales & CEO to meet and develop company strategy and company initiatives for the following quarter. Must be decided before the ELT offsite.
- February
  - Second Week of February, ELT Quarterly Offsite, Three day planning meeting
    - OKR Planning Session
    - ELT members meet to discuss next quarter planning and develop the company wide initiatives for the following quarter
    - ½ day financial plan go / no go
    - Final meeting CEOe to coordinate, make go / no go decisions on projects and generally get any challenges to hitting the current year numbers out on the table.
    - Propose any final changes for the current year based on final year end numbers from prior year and current quarter tracking.
    - Agree on any final changes or updates prior to Board submittal
    - Go / No Go meeting on the budget for the year.
    - The go / no go meeting can be at the end of the agenda and account for any updates in plans covered in the meeting + any budget issues or funding changes needed to fund OKRs.
    - At the end of these meetings, we should have a clear operating and OKR plan through the end of Q2 that is fully reflected in the draft sent to the board for approval.
- March
  - Second week of March
    - Quarterly reforecast for Q2
  - Last week of March
    - Annual shareholder update letter
  - Last week of March, OKRs
    - Finalized OKRs with final commit meeting, all ELT commit to all department OKRs
  - Last week of March, OKRs
    - ELT Members meet with CEO to review draft, receive feed back
    - All ELT meet with peers in large meeting to present OKR draft and get feedback
    - Smaller meetings between ELT members are held to confirm alignment and hast out any remaining details
    - All OKRs should be rolled up from the departments so that we can review and approve.
Quarter 2
- April
  - First week of April, OKRs
    - OKRs entered into 15Five
    - Email to company (indicates that the OKRs are up and running for the new quarter, training and knowledge around OKRs)
    - Company wide initiatives released for Q2 to entire company (video and or email sent from CEO)
    - All ELT members host meetings with their teams to kick off and roll out OKRs for Q2
  - Last week of April, Company Strategy & Objective setting for following quarter
    - Product, Marketing, Sales & CEO to meet and develop company strategy and company initiatives for the following quarter. Must be decided before the ELT offsite.
- May
  - Second Week of May ELT Quarterly Offsite
    - ELT members meet to discuss next quarter planning and develop the company wide initiatives for the following quarter
  - Third week of May – Mid-year modelling corrections
    - Based on actuals YTD and current Q2 and Q3 tracking data
    - Update to primary modelling for current year Third Week
    - Update to primary narrative for current year
  - Fourth Week of May
    - Review with management team and discuss
  - Fourth week of May
    - ELT members meet with key managers on their teams and create a draft of their OKRs for the following quarter
- June
  - First week of June, OKRs
    - ELT Members meet with CEO to review draft, receive feed back
    - All ELT meet with peers in large meeting to present OKR draft and get feedback
    - Smaller meetings between ELT members are held to confirm alignment and hast out any remaining details
  - Second Week of June
    - Reforecast for the second half of the year
  - Third Week of June
    - Team specific rollout of any second half plans changes
    - Tactical planning to hit updated numbers
    - Training on any needed product or service offering changes
  - Last week of June, OKRs
    - Finalized OKRs with final commit meeting, all ELT commit to all department OKRs
Quarter 3
- July
  - First week of July, OKRs
    - OKRs entered into 15Five
    - Email to company (indicates that the OKRs are up and running for the new quarter, training and knowledge around OKRs)
    - Company wide initiatives released for Q3 to entire company (video and or email sent from CEO)
    - All ELT members host meetings with their teams to kick off and roll out OKRs for Q3
  - Last week of July, Company Strategy & Objective setting for following quarter
    - Product, Marketing, Sales & CEO to meet and develop company strategy and company initiatives for the following quarter. Must be decided before the ELT offsite.
- August
  - As needed updates to long term strategy
  - Second Week of October, ELT Quarterly Offsite
    - ELT members meet to discuss next quarter planning and develop the company wide initiatives for the following quarter
    - Start next year strategic initiative conversations
- September
  - First week of September, OKRs
    - ELT Members meet with CEO to review draft, receive feed back
    - All ELT meet with peers in large meeting to present OKR draft and get feedback
    - Smaller meetings between ELT members are held to confirm alignment and hast out any remaining details
  - Second Week of September
    - Quarterly reforecast for Q4
  - Fourth Week of September
    - Initial draft of the model and vertical forecast for the following year for review and comment
  - Last week of September, OKRs
    - Finalized OKRs with final commit meeting, all ELT commit to all department OKRs
Quarter 4
- October
  - First week of October OKRs
    - OKRs entered into 15Five
    - Email to company (indicates that the OKRs are up and running for the new quarter, training and knowledge around OKRs)
    - Company wide initiatives released for Q4 to entire company (video and or email sent from CEO)
    - All ELT members host meetings with their teams to kick off and roll out OKRs for Q4
  - Second Week of October, ELT Quarterly Offsite
    - ELT members meet to discuss next quarter planning and develop the company wide initiatives for the following quarter
  - Second week of October – Primary Budgeting Process Strategic Plan Narrative
    - Build out the initial version of the following year goals based on the current Master Plan Goals
    - Turn the multi-year goals into what we want to accomplish in the following year based on our multiyear milestones
    - Assign ownership for each goal to specific executives and departments
  - Third week of October – Plan and Goals Review
    - Goal Validation
    - Validate the goals that are relevant to your team based on the initiatives
    - Business Driver – Have we effectively articulated why this goal is important to the company?
    - Risks – Have we effectively articulate the stuff that could go wrong from your perspective
    - Initiative Validation – Validate the initiatives your department is associated with are properly built out Initiative
    - Planning – Plan out how we will accomplish the initiative from the perspective of your department. In the case of cross departmental initiatives you will need to meet with and talk to the other people involved in the initiative and figure out how to tackle it
  - End of October – Primary Financial Model
    - Begin primary financial modelling for following year – overall P&L and financial model
    - Begin primary vertical modelling for following year – overall vertical market growth, sales and account acquisitions
    - Presentation of primary numbers to management team
- November
  - 1^st week of November – Management Team Offsite
    - Full management team offsite for two days. Work through narrative plan for the following year, key challenges and solutions.
    - Focus on boiling things down to three key strategic initiatives of the company in the following year
    - Goal of this meeting is to develop the company-wide narrative and a rough outline for the department specific narratives for the following year
  - 1^st week of November, Company Strategy & Objective setting for following quarter
    - Product, Marketing, Sales & CEO to meet and develop company strategy and company initiatives for the following quarter. Must be decided before the ELT offsite.
  - 2^nd and 4^th weeks of November – Department plan
    - Developed in discussion and iteratively with the finance team: Finance to provide high level target ranges by Nov 8th
    - This is the plan on how your department will help support and hit the overall corporate goals
    - Look at the Thematic Goals for the year and think through what are the three things that can help support that most effectively?
    - “Here’s the goal – think through what’s the biggest thing in the way from the perspective of your team
    - Look at the Operating Goals and determine what are the three things that can help support those most effectively?
    - Prioritize your list Include revisions, recommendations and modifications to the overall staffing plan
    - Include needed training plans for the individual business units
    - Include any updates, modifications and amendments for budgets. FP&A person works iteratively with the budget team
    - Completion of the primary draft of your business unit plan by 11/17
  - Third week of November – Compensation and Bonus Planning
    - Primary updates and publication of executive variable compensation plans based on next year targets and metrics.
    - Primary updates and publication of team specific variable compensation plans based on next year targets and metrics.
    - Account Managers to start development of their vertical and account specific development plans
    - Develop primary plan
    - Review with team lead and sales management
    - Review with AS and CS team
  - Fourth week of November – Reconciliation
    - work through the reconciliation of the department plans with the overall model
    - By the end of the month have the primary draft of the plan go out to the team for final comment
  - Fourth week of November
    - ELT members meet with key managers on their teams and create a draft of their OKRs for the following quarter
- December
  - First Week of December – Strategic Plan Rollout
    - Overview of the full year plan for the company. Includes the plan overview and the department specific highlights. After the meeting send out the one-page Annual Plan Overview to everyone in the company.
    - Setup a follow-on drip / nurture marketing campaign to drive the plan into the organization
    - If possible, use short, simple videos to disseminate the points of the strategic plan broadly into the company
    - Create a script for all of the people on the executive team on how to communicate and reinforce the plan narrative to their teams
  - Frist week of December, OKRs
    - ELT Members meet with CEO to review draft, receive feed back
    - All ELT meet with peers in large meeting to present OKR draft and get feedback
    - Smaller meetings between ELT members are held to confirm alignment and hast out any remaining details
  - First week of December – Management Team Offsite
    - Tuesday of the first week of December – management team offsite planning and any final plan changes
    - Wednesday of the first week of December – Board offsite with management team, detailed plan review any final changes
    - Tentative approval of plan by Board
    - Annual review of the Company OKRs. How we have progressed throughout the year? What did we do well? Where did we fall short? What will be our focus for the new year? Themes, market trends, other items that will be an important to focus on for the upcoming year.
    - Create and finalize new Company initiatives for the following quarter.
  - Third week of December – Next Year Preview
    - Finalize language for coming year overall corporate goals
    - Preview following year plan as part of the last company all hands meeting of the year
    - Focus is on the key narratives and activities we will be focused on in the coming year
    - Doesn’t get into depth on the specific financial model implications except at a high level
  - Last week of December – Executive Compensation Rollout
    - Development of updated variable compensation plan for the executive team for the following year. Once completed, start the rollout process for the new plans.
    - Updates to any executive compensation plans
    - Note: All executives must sign an updated compensation plan. This is due by the end of the second week in January the following year. Employees that do not have a signed plan on file are not eligible to participate in their plan
  - Last week of December, OKRs
    - Finalized OKRs with final commit meeting, all ELT commit to all department OKRs