OKR annual planning sets the company-level objectives and key results that anchor the entire year. It is broader and more ambitious than a quarterly set: annual OKRs define what winning the year means, and every quarter cascades from that frame rather than starting from a blank page.
Run this once a year, late in the current year or at the very start of the new one, so the company enters the year aligned. It pairs with quarterly OKR planning: the annual session sets direction and yearly key results, and each quarter executes and refines a portion of it.
Include the leadership team and key contributors who will own company-level objectives, six to fifteen people. The group must be senior enough to commit the organization and small enough to make real decisions. Detailed team and individual OKRs are cascaded afterward, not crowded into this room.
Begin with an honest review of last year OKRs, scoring the outcomes so lessons carry forward. Reconnect with strategy, then draft a small set of ambitious annual objectives and attach measurable yearly key results owned at the leadership level. Sketch how those break into quarterly themes so teams have something concrete to cascade from. Close by assigning executive owners and locking the review rhythm. An annual OKR set with no operating cadence quietly dissolves long before the year ends.
Frame the whole year with clear objectives. Run it in OrgTP and connect annual OKRs to quarterly themes and weekly execution.
180 minutes total · 6 sections
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