Early in my career, I struggled to understand unspoken and shifting organizational expectations, and the moving goal posts of "success," which often seemed arbitrary or out of reach. As a senior executive, that tension grew. I found myself in new compression zones between our annual plan and my team, with strategic plans and implementation activities that weren't aligned.

These experiences led me to the practice of OKRs -- Objectives and Key Results -- which help fill the alignment and clarity gap between durable strategies and implementation plans. The excitement around OKRs is huge: but the lack of coherent practical application information available was a barrier. So I created a coherent, useful, and intuitive approach to connecting strategy to execution through the Connected Strategic Stack, and a unique approach to Evolutionary OKRs for change-making organizations where people matter.