KEEL
CONSULTING
How this works

Strategy without execution architecture
is just a document

Most leadership teams already know what they want to achieve. The challenge is not intent — it is translating that intent into consistent execution. This session builds the operating structure that makes that translation possible.

What you will walk out with
✓A strategy map your leadership team has agreed
✓A shared view of where to focus effort this period
✓Individual OKRs that trace back to strategic priorities
✓A performance rhythm practised before you leave the room
What we work through
A note on how we work
Your decisions, not ours
The strategy map, focus distribution, and OKRs are yours. The facilitator brings structure and challenge — not answers.
This is not a ranking exercise
Distributing focus does not mean some objectives are unimportant. It means being honest about where effort concentrates this period.
Everything connects
Each module builds on the last. Your map shapes your focus. Your focus shapes your OKRs. Your OKRs shape what gets reviewed in your performance meetings.
Overview
◈ Dashboard
Platform admin
⬡ Organisations
◎ Users
◷ Sessions
My access
◐ My session access
Compliance
≡ Data policy
⊙ Audit log
Greg Good
Platform administrator
Dashboard
Platform overview — organisational structure and access status only
🔒
Your data access is limited by design
As platform administrator you can see organisational structure, session metadata, and user accounts. You cannot see session content — strategy maps, focus weightings, matrix scores, or OKRs — unless a client leader explicitly grants you access to that specific session. This protects client confidentiality and every access you make is logged and visible to clients.
Organisations
4
2 active this month
Active sessions
3
metadata only
Sessions I can access
2
client-granted access
Access expiring soon
1
within 14 days
Upcoming sessionsContent locked without client permission
OrganisationSessionDateYour access
MB
Maple Bridge
 Product division refreshApr 22 Facilitator
NC
NorthCo Ltd
 Leadership team Q2Apr 18 Invite pending
PV
PineView Health
 Executive team annualMay 2 No access
Platform activity
NorthCo invited you as Facilitator
2h ago
Maple Bridge granted Facilitator access
Apr 14
Ridgemont Co access expired
Apr 1
PineView Health — new session, no access yet
Apr 13
Organisations
Client companies — you see structure, not session content
OrganisationIndustrySessionsYour accessStatus
MB
Maple Bridge
james.wu@maplebridge.ca
Technology3Facilitator — 1 sessionActive
NC
NorthCo Ltd
s.chen@northco.com
Financial services2Invite pendingActive
PV
PineView Health
dr.ross@pineview.org
Healthcare1No accessPlanned
RC
Ridgemont Co
t.nash@ridgemont.com
Manufacturing5Access expiredCompleted
What you can see: Organisation name, industry, primary contact, session count, your access status.
What requires client permission: All session content. Clients can see every access you make in their audit log.
Users
Everyone with a platform account
NameEmailPlatform roleOrganisationLast active
GG
Greg Good
greg@keelconsulting.caPlatform adminKeel ConsultingNow
SC
Sarah Chen
s.chen@northco.comClient leaderNorthCo LtdApr 16
JW
James Wu
james.wu@maplebridge.caClient leaderMaple BridgeApr 14
MP
Morgan Patel
m.patel@maplebridge.caParticipantMaple BridgeApr 14
TN
Taylor Nguyen Pending
t.nguyen@maplebridge.caParticipantMaple Bridge—
Sessions
All active sessions for your organisation
Loading sessions...
Keel Consulting — Strategy Platform
KEEL
CONSULTING
How this works

Strategy without execution architecture
is just a document

Most leadership teams already know what they want to achieve. The challenge is not intent — it is translating that intent into consistent execution. This session builds the operating structure that makes that translation possible.

What you will walk out with
✓A strategy map your leadership team has agreed
✓A shared view of where to focus effort this period
✓Individual OKRs that trace back to strategic priorities
✓A performance rhythm practised before you leave the room
What we work through
A note on how we work
Your decisions, not ours
The strategy map, focus distribution, and OKRs are yours. The facilitator brings structure and challenge — not answers.
This is not a ranking exercise
Distributing focus does not mean some objectives are unimportant. It means being honest about where effort concentrates this period.
Everything connects
Each module builds on the last. Your map shapes your focus. Your focus shapes your OKRs. Your OKRs shape what gets reviewed in your performance meetings.
Overview
◈ Dashboard
Platform admin
⬡ Organisations
◎ Users
◷ Sessions
My access
◐ My session access
Compliance
≡ Data policy
⊙ Audit log
Greg Good
Platform administrator
Dashboard
Platform overview — organisational structure and access status only
🔒
Your data access is limited by design
As platform administrator you can see organisational structure, session metadata, and user accounts. You cannot see session content — strategy maps, focus weightings, matrix scores, or OKRs — unless a client leader explicitly grants you access to that specific session. This protects client confidentiality and every access you make is logged and visible to clients.
Organisations
4
2 active this month
Active sessions
3
metadata only
Sessions I can access
2
client-granted access
Access expiring soon
1
within 14 days
Upcoming sessionsContent locked without client permission
OrganisationSessionDateYour access
MB
Maple Bridge
 Product division refreshApr 22 Facilitator
NC
NorthCo Ltd
 Leadership team Q2Apr 18 Invite pending
PV
PineView Health
 Executive team annualMay 2 No access
Platform activity
NorthCo invited you as Facilitator
2h ago
Maple Bridge granted Facilitator access
Apr 14
Ridgemont Co access expired
Apr 1
PineView Health — new session, no access yet
Apr 13
Organisations
Client companies — you see structure, not session content
OrganisationIndustrySessionsYour accessStatus
MB
Maple Bridge
james.wu@maplebridge.ca
Technology3Facilitator — 1 sessionActive
NC
NorthCo Ltd
s.chen@northco.com
Financial services2Invite pendingActive
PV
PineView Health
dr.ross@pineview.org
Healthcare1No accessPlanned
RC
Ridgemont Co
t.nash@ridgemont.com
Manufacturing5Access expiredCompleted
What you can see: Organisation name, industry, primary contact, session count, your access status.
What requires client permission: All session content. Clients can see every access you make in their audit log.
Users
Everyone with a platform account
NameEmailPlatform roleOrganisationLast active
GG
Greg Good
greg@keelconsulting.caPlatform adminKeel ConsultingNow
SC
Sarah Chen
s.chen@northco.comClient leaderNorthCo LtdApr 16
JW
James Wu
james.wu@maplebridge.caClient leaderMaple BridgeApr 14
MP
Morgan Patel
m.patel@maplebridge.caParticipantMaple BridgeApr 14
TN
Taylor Nguyen Pending
t.nguyen@maplebridge.caParticipantMaple Bridge—
Sessions
All sessions — metadata visible, content locked without client permission
Maple Bridge — Product division refresh
Apr 22, 2026 · 6 participants · Focus through December 2026
Strategic priorityFocusKey indicatorsContribution & alignmentOKR writing
Active
Facilitator access
Expires May 22, 2026
NorthCo Ltd — Leadership team Q2 strategy
Apr 18, 2026 · 8 participants · Focus through June 2026
⏳ Invite pending — awaiting Sarah Chen approval
Planned Invite pending
PineView Health — Executive team annual strategy
May 2, 2026 · 10 participants · Focus through December 2026
🔒 No access granted — request access from Dr. A. Ross
Planned No access
Ridgemont Co — Operations team strategy
Mar 14, 2026 · 7 participants · Session completed
⊘ Access expired 30 days after session completion
Completed Access expired
My session access
Sessions where clients have granted you access to content
Clients grant and revoke your access to their session data. You cannot grant this yourself — it must come from the client leader. Every access you make is logged and visible to the client.
Active access
Maple Bridge — Product division refresh
Facilitator
Granted by James Wu on Apr 14, 2026 · Expires May 22, 2026
You can: view and edit all session content, run the workshop tool, export session data
Pending & expired
NorthCo Ltd — Leadership team Q2
Invite sent Apr 16 · Awaiting approval from Sarah Chen
Invite pending
Ridgemont Co — Operations team strategy
Facilitator access expired Apr 13 — 30 days after session completion
Expired
Data policy
How client data is handled on this platform
Core principles
🔒
Client data belongs to the client
Strategy maps, focus weightings, matrix scores, OKRs, and all session content are owned by the client organisation. Keel Consulting has no inherent right to access this data.
✓
Access requires explicit client consent
You can only access session content when a client leader explicitly grants you a named role. This must be renewed for each engagement.
⏱
Access is time-bounded
Facilitator access expires automatically 30 days after a session is marked complete, unless the client extends it.
⊙
All access is logged and visible to clients
Every time you access session content, it is recorded. Clients can see this log at any time. Audit records cannot be modified or deleted.
⊘
Clients can revoke access at any time
A client leader can revoke your access immediately at any point. This takes effect instantly with no grace period.
PIPEDA considerations (Canada)
Collection limitation — only collect data necessary for the workshop service.
Consent — clients must explicitly consent to data storage and your access rights before a session begins.
Retention limits — default retention period recommended (e.g. 2 years) with client option to request deletion.
Access rights — clients have the right to request a copy of all their data and to request deletion.
Breach notification — any unauthorised access must be reported to the client and to the OPC if there is real risk of significant harm.

Consult a privacy lawyer before launch.
Audit log
Every significant action — including your own access to client data
TimeUserActionSessionDetail
Apr 16, 14:32
GG
Greg Good
Content accessedMaple Bridge — Product divisionWorkshop opened — strategy map viewed
Apr 16, 11:15
MP
Morgan Patel
OKR submittedMaple Bridge — Product division2 objectives, 5 key results
Apr 14, 16:05
JW
James Wu
Access grantedMaple Bridge — Product divisionFacilitator access granted to Greg Good — expires May 22
Apr 1, 00:00
SYS
System
Access expiredRidgemont Co — Operations teamGreg Good access expired — 30 days post-completion
Highlighted rows show every time you accessed client session content. These rows are visible to the client in their own audit view.
KEEL
Consulting
James Wu
Maple Bridge
Maple Bridge
Your organisation on the Keel strategy platform
Sessions
3
1 active, 2 completed
Total participants
18
across all sessions
Facilitator access
Greg Good
Expires May 22 · 1 session
Active workshops
Product division refresh
Apr 22, 2026 · 6 participants
Active

Modules included in this workshop. Additional modules can be unlocked — get in touch with Greg to discuss.

Facilitator access
GG
Greg Good
greg@keelconsulting.ca
Facilitator
Access to Product division refresh only.
Expires May 22, 2026. Greg can view all session content and run the workshop.
Greg cannot access your other sessions (Finance team Q1, Leadership offsite 2025) — those remain private unless you grant access separately.
Our sessions
All Maple Bridge workshop sessions
Product division refresh
Apr 22, 2026 · Focus through December 2026 · 6 participants
Strategic priorityFocusKey indicatorsContribution & alignmentOKR writing
Active
Greg Good
has facilitator access
Engineering team alignment
Jan 14, 2026 · Focus through March 2026 · 7 participants
Strategic priorityFocusContribution & alignment
Completed
No facilitator
access active
Leadership offsite 2025
Nov 3, 2025 · Focus through June 2026 · 9 participants
Strategic priorityFocusOKR writing
Completed
No facilitator
access active
Access control
Control who can see your session data — including the facilitator
Your session data belongs to Maple Bridge. Greg Good (Keel Consulting) cannot access your strategy maps, focus weightings, or OKRs unless you explicitly grant access here. You can revoke access at any time and see every access made in the audit log.
Facilitator access — Greg Good
Greg currently has Facilitator access to Product division refresh.
This was granted by you on Apr 14, 2026 and expires automatically on May 22, 2026.
SessionAccess levelGrantedExpires
Product division refresh Facilitator Apr 14, 2026 May 22, 2026
Engineering team alignment No access — —
Leadership offsite 2025 No access — —
Participant access
ParticipantSessionAccessLast active
MP
Morgan Patel
Product division refreshParticipantApr 14
SO
Sam Okafor
Product division refreshParticipantApr 14
TN
Taylor Nguyen Pending
Product division refreshParticipant—
Audit log
Every access to your session data — including by the facilitator
TimeWhoActionSessionDetail
Apr 16, 14:32
GG
Greg Good Facilitator
Content accessedProduct division refreshStrategy map viewed
Apr 16, 11:15
MP
Morgan Patel
OKR submittedProduct division refresh2 objectives, 5 key results
Apr 15, 09:10
GG
Greg Good Facilitator
Content accessedProduct division refreshPre-work setup — strategy map edited
Apr 14, 16:05
JW
James Wu You
Access grantedProduct division refreshFacilitator access granted to Greg Good — expires May 22
Highlighted rows show every time Greg Good accessed your session content. You can revoke his access at any time from the Access control tab.
KEEL
Consulting
Morgan Patel
Maple Bridge — Product division refresh
Your OKR workspace
Product division refresh · Q2 2026
You can see your own flagged objectives from the contribution matrix and write your OKRs below. Only you and the session facilitator can see your OKRs during the session — they will be shared with the group in the review step.
Your flagged objectives
These are the objectives where your contribution was scored highest in the matrix. Use these as your guide — one OKR can cover multiple flagged objectives.
F1
Grow revenue
High weighted focus · 18%
5/5
C1
Simplify the buying experience
Score of 5 + high focus · 14%
5/5
I1
Accelerate product delivery
High weighted focus · 10%
4/5
Step 1: Think about your 3 chunks of work.
Step 2: Cross-reference against your flagged objectives above.
Step 3: Write one objective per chunk — verb + outcome, no targets.
Step 4: Add 2–3 key results per objective — symbol · name · date · target.
KEEL
Consulting
New session
Strategy workshop
Editing
Objective name
Code
What
Why

Pre-session

Complete with the client leader before the workshop. Work through the agenda, review and agree the draft strategy map, then capture the design decisions that will shape the session.

Workshop agenda

Map out the sessions, dates and module assignments. Goals describe what you are trying to achieve — outputs are what you will produce. These are different things.

Session Date Duration Who Modules Goal (what we want to achieve) Output (what we will produce)
Strategy map review

Present the draft map to the client leader. This was built from their source materials — it is a starting point for conversation, not a final answer. Edit live as changes are agreed.

Draft — editable
Alignment prompts
Does this represent your team, strategy and business?
What's missing? Any big items to change or adjust?
How much do you want your team to debate and redraw this on the day?
How do you think this will land with your team? Are there people we should speak to before the session?
What is the time horizon — 1 year, 3 years?
Of these objectives, which have the biggest impact within your time horizon? They cannot all be equal.
Design decisions

Work through these together. Structural decisions are wired into the platform — they will change how the workshop runs. Informational decisions are recorded for reference.

What level of the organisation are we working at?
L1 leadership team only, or cascading to L2/L3? This scopes the engagement.
Informational
What planning cycle are they on?
Calendar year or financial year? Which quarter are we in? This sets the OKR period context.
Informational
Who will own this internally after the workshop?
The internal champion who drives adoption and keeps the methodology alive. Critical for sustainability.
Informational
Are OKRs linked to compensation or performance reviews?
Linking OKRs to pay can drive sandbagging — people set easier targets. Worth surfacing early so the group understands the intent.
Informational
Are there existing methodologies we need to work alongside?
Agile, EOS, 4DX, Balanced Scorecard etc. If so, aligning terminology reduces the change management burden.
Informational
What is the cultural relationship with measurement and accountability?
Is this new territory or familiar ground? Helps calibrate how much time to spend on the why before the how.
Informational
Cascade model — do a leader's key results become their team's objectives?
Strict cascade ensures direct relationships between levels but reduces creative alignment. Keel recommends allowing teams to find their own way to support the L1 objectives.
Informational — org chart needed for live wiring
Are there mandatory objectives everyone must include?
e.g. "Develop our people" or "Live our values." If yes, these will be pre-populated in the OKR writing step for every participant.
Structural — affects OKR writing
What cadence do they want for performance meetings?
Monthly is the most common starting point. Weekly is too frequent for leadership teams; quarterly is too infrequent to catch issues early.
Structural — used in performance rhythm module
Do they have reliable data sources, or will self-reporting be needed?
Self-reporting is not a compromise — it is often the right starting point. The discipline of the conversation matters more than the precision of the number, especially in early cycles.
Structural — surfaces note in key indicators step
Will we capture initiatives in this session, or focus on objectives and key results only?
Initiatives are worth including when the group has good strategic clarity and enough time. They can be deferred without losing the value of the OKR exercise.
Structural — shows or hides initiatives in OKR writing
Decisions are saved automatically as you work through them.

Session setup

Configure before the workshop begins. Module selection and session type are locked for facilitators — changes can only be made here.

Session details
Client name
Leader / sponsor
OKR quarter
Focus valid through
Workshop date
Mission — why we exist
Vision — where we are going
Organisation context — sector, size, relevant background for the session
Facilitator notes — pre-work observations, scope, things to watch for
Workshop type

Select the type of workshop you are running. This configures the navigation and available modules.

Full workshop
Strategy map, focus, indicators, contribution matrix, OKR writing, results. Full methodology for leadership teams planning a complete OKR rollout.
Rapid strategy mapping
Strategy map, focus, indicators, initiatives, performance rhythm. Ideal for startups and smaller teams who want a clear dashboard without a full OKR rollout.
Workshop modules

Strategy map and workshop output are always included. Select additional modules for this session.

Strategy map
Strategy map and focus distribution
Contribution matrix
Score each person's impact against each objective
Strategic gap
Quick group score of process capability per objective — instant gap chart, no setup required
Key indicators
Define leading indicators and targets per objective
Success factor scoring
Score success factors per objective to get a RAG status
Performance & projects
Process gap, initiative impact and return on resources
OKR development
Develop individual OKRs aligned to the strategy
Performance rhythm
Build the meeting cadence and practice the performance conversation
Workshop output
Summary, blacks & fives, indicators
Participants

Name and what they represent — feeds into contribution matrix and OKR writing.

Name Represents Email
KEEL
Strategy map module

Strategy map

Present the draft map to the group. Edit live as changes are agreed. Focus points come in the next step.

Draft — editable

Click any objective to edit. Arrows show the upward causal flow — Enablers → Internal → Customer → Financial.

Focus distribution

A distribution of priority of effort — not a ranking of importance. Distribute 100% of focus across the map in three stages.

Focus valid through

Key indicators

Agree the metric that signals early whether each objective is on track. Symbol, name, target, date. Highest-focus objectives first.

Success factor scoring

For each objective, define 5–7 success factors and score each one out of 10 as a group. The aggregate score determines the objective's current status.

Scoring thresholds

These apply to all objectives. A score of 10 on every factor = 100%. Adjust the thresholds to match your organisation's expectations.

Green — % and above
Amber — % to 69 %
Red — below 50 %

Contribution matrix

Score each participant's impact on each objective (0–5). Black means this person should write an OKR here.

Light impact Moderate impact Write an OKR here

OKR development

Learn the framework, practise with a group example, then write individual OKRs.

Pick a volunteer. Their flagged objectives appear automatically — this becomes their first real OKR.

Select volunteer

Select a participant to open their writing workspace.

All OKRs written this session. Share and discuss as a group.

Workshop output

Strategy map
Individual contribution — blacks and fives

Objectives flagged for each participant based on their contribution scores and focus weights.

Key indicators
Success factor scoring
OKRs
Performance rhythm
Strategic gap

Group performance scores against each objective — gap = focus weight × (5 − process capability score).

Export

Initiative register

Capture the key initiatives that will move your strategy forward. Link each one to the objectives it supports — this becomes part of your dashboard.

Initiative Owner Supports objective(s)

Performance rhythm

Work through the What / So what / Now what framework as a group. Start with the example, then practise with a real objective. Add rounds until the format feels natural.

Each person selects one of their objectives and writes their What / So what / Now what. This becomes the agenda for your first practice meeting.

Build the agenda for your first practice meeting using the What / So what / Now what entries written by the group. Assign roles, select items, set the time — then run it.

Meeting roles

Assign roles before the meeting starts. Decision authority must be clear before any discussion begins.

Facilitator — runs the meeting
Time keeper — owns the clock
Decision owner — has final call
Note taker — captures actions
Parking lot owner — captures escalations
Select agenda items

Choose which participants bring items to this practice meeting. Not everyone needs airtime — this is how a real performance meeting works. Selected items get time allocated; others are noted as reviewed.

Meeting agenda
Action register
Action Owner By when

No actions yet — add during the meeting.

Parking lot
Item Owner

No parking lot items yet.

Capture the commitments made in the room. These go on the performance meeting charter.

Meeting cadence
Meeting details
Who facilitates?
Who owns time & decisions?
Duration
First meeting date
OKR update close date — deadline before each meeting
Selection criteria

What makes something worth including in selected performance items? Agree the rules now so the facilitator can prepare the agenda each month without a separate conversation.

The container — agreed
5 minLeadership intent and expectations 5 minFollow up on action items VariableSelected performance items — What / So what / Now what 5 minEscalations and parking lot 5 minConfirm actions and close

Strategy dashboard

Key indicators
Key initiatives
Performance rhythm

Performance & projects

Participants carry over from session setup. Adjust if needed for this exercise — for example, bringing in someone closer to the work to score specific areas. Changes here do not affect the original session.

Participants

Name and what they represent — each person scores the performance of processes within their domain.

Name Represents Email
Objectives — from session

Read-only. Return to session setup if a change to the strategy map is needed.

Projects & initiatives

The resource score (1–10) is relative — a project scoring 10 requires roughly twice the resources of one scoring 5.

Project nameOwnerResource noteScore

Performance matrix

Score how well each participant's domain processes are currently performing against each objective (0–5). Leave blank where there is no meaningful relationship. The contribution score from the previous matrix is shown above each input — high contribution, low performance, high weight = strategic risk.

Project matrix

Score each project's impact on each objective (0–5). Leave blank where there is no meaningful relationship. Return on resources is calculated automatically — total weighted impact divided by the resource score.

Analytics

A quarterly signal tool — identify where the strategy is under-resourced, which projects deliver the most return, and where to focus.

How to read this: Gap combines contribution, performance shortfall, and strategic weight. Red bars have no project coverage — those are your biggest blind spots.
Strategic gap by objective — ranked by size
Highest to lowest gap. Red bars have no project currently addressing them.
GapPerformance
Gap vs project coverage
Bars show the gap. Teal dots show project coverage. A bar with no dot means no project is addressing that gap.
GapCoverage
Objective coverage summary

Strategic gap

A quick group assessment of whether your current processes are strong enough to deliver each strategic objective. Score as a group — the conversation matters as much as the number. The gap chart updates as you score.

How to score: Are your current processes capable of delivering this objective?  1 = nowhere near capable  ·  3 = partially capable, significant gaps remain  ·  5 = fully capable. Score as a group — disagreement is the most useful data.