A plan that can be measured, not just circulated
Most strategic plans live in a deck nobody opens after February. In TeamPulse an objective is a record with a perspective, a weight, a KPI and an owner, and everything downstream points back at it.
- Scorecard perspectives
- 4
- Scorecard perspectives
- Weights must allocate
- 100%
- Weights must allocate
- Cascade levels
- 3
- Cascade levels
- Plan vs actual
- Live
- Plan vs actual
The four perspectives
A plan that only measures money is a budget
The scorecard exists so a quarter that looks fine financially cannot hide a process that is failing or a capability gap that will bite next year.
Financial
4 objectivesRevenue, margin, cost-to-serve and the budget envelope the portfolio draws from.
Customer
5 objectivesRetention, activation, satisfaction, the outcomes people outside the company feel.
Internal process
7 objectivesCycle times, quality and throughput. Usually where a plan quietly goes wrong first.
Learning & growth
3 objectivesCapability, succession and the skills the next two years of the plan will need.
The cascade
Every objective has a parent and an owner
A goal carries its level, its weight and the objective above it. That is what lets a company number report honestly instead of averaging unrelated team goals together.
- Company, team and individual levels on one tree
- Weights must total 100 at each level
- Visibility set per objective, company, team, or private
- Optional manager approval before a goal goes active
What is in it
Everything the strategy layer holds
Enough structure to survive an audit, and few enough required fields that a team will actually keep it current.
Balanced scorecard
Pivot the same objectives into financial, customer, internal process and learning views. Optional, so OKR-only teams can ignore it entirely.
Goals, OKRs and KPIs
OKR, KPI, development or performance, each with a target value, a unit, a cycle and an owner who is a person, not a department.
Weighted cascade
Child goals carry a weight, so a parent objective reports real progress instead of an average of unrelated things.
SMART validation
Every goal is scored per dimension as it is saved, so you can report the share of the plan that is actually measurable.
Cycles and check-ins
Run objectives inside a cycle with scheduled check-ins, approval gates and drift alerts before quarter end rather than after it.
Performance frameworks
Bands, phases, competencies and cycle type are set per organisation, including separate government and private-sector frameworks.
Plan versus actual
A single executive view of where the plan said you would be against where the delivery data says you are.
Approval and visibility
Objectives can require manager approval and carry their own visibility, company, team, manager-approved or private.
Getting there
From a deck to a live plan in about two weeks
Load the plan
Import objectives from a spreadsheet or write them in. Assign a perspective, an owner and a weight.
Attach measures
Give each objective a KPI with a target, a unit and a source, so progress is read rather than reported.
Cascade it
Team and individual goals hang off the parent. Weights must total 100, so nothing is quietly double-counted.
Connect delivery
Portfolios and projects point at the objective they serve, and agreements point at the same measures.
What changes
What teams report after a full cycle
An objective cannot go active without a named person against it.
Measured at write time, so the figure is a fact rather than an audit finding.
Check-ins and delivery data move the number before the quarterly review.
The same records the PMO and HR report from.
Put the plan where the work can reach it
Thirty days on your own objectives. Import the plan, cascade it once, and see whether anything in it connects to what teams are actually delivering.