Choice before the goal
George’s experience with OKRs begins with execution. The earlier question is why a need deserves strategic attention.
OKR and Goal Prioritization
What deserves to become an OKR or goal?
Choose a few outcomes your team can pursue and set aside capacity to achieve them.
Re-examine the priorities behind your next OKRs before expanding the agenda. The work can complement your existing strategy and performance management process.
George EichFounded CoBlue in 2014, a pioneer in OKRs in Latin America.
Over a decade connecting strategy and execution.
For CEOs, strategy executives, strategic HR leaders and decision-makers who need to choose before they execute.
The challenge is not filling in an OKR spreadsheet.It is knowing which results should truly mobilize the organization.
How teams made their choices
- 500+Companies served by George Eich
- 650+Startups mentored through Startup SC
- 60+Startups supported through Cubo Itaú
Companies George Eich has worked with
- Techne
- Climoo
- PSA
- Ambev
- Evous
- Locates
Institutions and startup programs
- Sebrae
- ACATE
- MIDITEC
- Cubo Itaú
- Startup SC
EVOUS
The team used customer evidence to decide when to strengthen its core product and when to expand its offering.
Locates
While switching platforms, the team used customer needs to decide which features to include and which to defer.
“We gained a more strategic view of the product and were able to prioritize the roadmap and the company’s positioning.”Feedback shared with the Institute · English translation
Experience behind the decisionFrom managing with OKRs to evidence-based prioritization.
2014CoBlue founded as a pioneer in OKRs in Latin America
500+companies advised by George Eich throughout his career
10+ yearshelping companies connect strategy and execution
When priorities compete for attention
More OKRs do not mean more focus.
Every planning cycle brings projects, requests and goals that seem important. When each department defends its own agenda, the organization can end up with many OKRs and very few meaningful choices.
Leadership
“We have more objectives than our capacity allows.”
Departments
“Every department claims its goals are a priority.”
Strategy
“Which result truly advances our strategy?”
Teams
“What needs to come off the list for the next cycle to work?”
OKRs help provide direction and track results. But no methodology, on its own, can correct a priority that should never have been chosen.
The cost of priorities without evidence
The risk is not just having too many goals. It is committing resources to the wrong priorities.
A goal mobilizes people, capital and technology. When its relevance has not been demonstrated, the company can increase effort and complexity without proportionately increasing its ability to create and capture value.
Objectives without meaningful choices
Everything makes it onto the agenda, including initiatives that should wait or stop being priorities.
Competing departmental goals
Teams draw on the same resources while pursuing results that compete with one another.
Execution without proven relevance
The company tracks progress without sufficient evidence that the result being pursued deserves investment.
Support for your next decision
Make the right decision first. Then set the right OKRs.
The Study investigates the needs behind the options before priorities are ranked. The company and the Institute define the decision, customer groups and scope; findings inform resource allocation.
Evidence before negotiation
Research examines relevant needs and how well they are met. Internal indicators show capacity and current outcomes; these are complementary forms of evidence.
Direction for execution
Leadership translates choices into objectives, key results and initiatives. Evidence supports direction; management tracks execution.
Discuss our OKR priorities
An executive conversation to understand the decision, with no obligation to engage.
What your leadership team receives
A clearer decision. A more coherent goals agenda.
The engagement provides executive guidance to turn priority discussions into well-supported choices before starting or reviewing an OKR cycle.
Recommended priority agenda
Which themes and outcomes deserve leadership attention, and which should stay off the agenda.
Decision criteria and supporting evidence
The reasoning, assumptions and trade-offs behind each priority, including what still needs validation.
Guidance for the next cycle
Guidance on translating choices into objectives, key results and goals while keeping departments aligned.
The deliverables and level of detail depend on business context, available evidence and the agreed scope.
How it works
We start with the question your leadership needs to answer.
You do not need to have your OKRs ready. We can work before a new cycle or review objectives already in place. The approach is tailored to the complexity of the decision.
Understand the decision
Clarify what needs prioritization, who is involved in the choice and which constraints shape the next cycle.
Evaluate the alternatives
Bring together data, relevant needs and strategic context to compare priorities and their trade-offs.
Guide the commitments
Recommend a priority agenda and the considerations for translating it into coherent OKRs and goals.
Timing depends on scope. Studies involving structured research and executive analysis typically take 3 to 6 weeks. Targeted reviews may follow a different format, defined after the initial conversation.
Explore the Institute methodologyWhen to engage
When is the right time to talk?
Set OKRs for the next cycle
Leadership needs to choose priorities before defining objectives and key results.
Review OKRs that are no longer relevant
There are too many commitments, competing capacity demands or doubts about which results still deserve attention.
Resolve competing objectives
Departments defend their own goals, but leadership lacks agreement on what the company should pursue together.
Translate strategy into a few priorities
The strategic plan exists, but it is still unclear what deserves to become a measurable commitment.
George EichFounder, George Eich Institute
More than a decade working with OKRs. A perspective that goes beyond goals.
In 2014, George Eich founded CoBlue, a pioneer in OKRs in Latin America.
After more than ten years working with strategy, alignment and execution, one insight came to shape his approach: executing the wrong priority well does not solve the problem.
At George Eich Institute, that experience evolved into Need-Based Decision Science, a discipline developed by George Eich to structure decisions around real market needs. In OKR prioritization, this perspective is combined with business evidence and execution constraints.
It is not just about how to measure results.It is about choosing which results are worth pursuing.
Discuss our OKRs
Explore George Eich’s background
Questions to ask before getting started.
What is OKR and goal prioritization?
It is the evidence-informed choice of which outcomes and commitments should guide a goal cycle. The decision comes before writing or reviewing OKRs and considers strategy, business evidence and execution capacity.
How is this different from OKR implementation consulting?
The starting point is deciding what deserves to become an objective, rather than simply designing or cascading a management framework. Additional support for developing or reviewing OKRs can be considered within the agreed scope.
Is this suitable for companies that do not yet use OKRs?
Yes. Every company needs to choose priorities and goals. This guidance helps select relevant outcomes regardless of the methodology used to track them.
Can we review OKRs that are already in progress?
Yes. We can assess the relevance of current commitments, identify competing demands on capacity and recommend which priorities to retain, revise or defer.
What will our company receive?
Depending on the agreed scope, executive guidance includes a recommended priority agenda, the reasoning and criteria behind the choices, and direction for the next cycle of objectives and key results.
How long does the engagement take?
Timing depends on the decision and the information available. Engagements involving structured research and executive analysis generally take 3 to 6 weeks. Targeted reviews may follow a different format, defined after the initial conversation.
Your next OKRs deserve a better choice.
Tell us which decision is holding back your next cycle, which objectives are being debated or where leadership has lost focus. The first conversation helps us assess whether and how we can help.
Discuss our next OKR cycleRequest a conversation with the George Eich Institute.
Inquiry received
We have received your request. Our team may contact you to discuss your decision and next steps.
Back to the pageDISCOVERY CONVERSATION
Request a consultation
Tell us what decision is on the table.
Share your contact details and main decision. Role and revenue are optional.
Obrigado. Solicitação recebida.
Suas informações foram recebidas. A equipe entrará em contato para entender sua decisão e avaliar o próximo passo. O envio não representa um agendamento automático.
Voltar ao início ↑