Most OKR guidance focuses on how to write good OKRs.
Very few get into how OKRs live inside the real delivery system once work starts flowing.

How do OKRs connect to funding?
How do teams prioritize work against them daily?
What roles own what?
What cadences prevent capacity drift?
How do leaders keep delivery aligned to outcomes?

I put together a practical OKR Operating Cadence that covers:

• Strategic vs Operational OKRs (and how they work together)

• Roles & responsibilities across leadership, teams, product, and delivery

• Daily/weekly/monthly/quarterly cadences to maintain alignment

• Flow OKRs to connect delivery performance to business outcomes

• The leadership habits that make or break real-world OKR success

Works across Scrum, Kanban, SAFe, or hybrid delivery models.

Full guide here: https://success.planview.com/Planview_Viz/Flow_Methodology/080_Additional_Resources/Managing_OKRs___Flow

If you're working to embed OKRs into how your organization actually runs — would love to hear how you're approaching it.

Also see our Viz Copilot Prompt section for related prompts!