Organization
The same cycle, run at company scale — where Reflect becomes Inspect, a shared review instead of a private habit.
The planning-and-review cadence a whole organization runs on — its own Plan, Do, and Reflect, below. Strategic Planning and the Do group's execution-cadence pages moved here from Core Skills and Team respectively — both are already company-scoped, not project-scoped, so they belong with the org cadence rather than sitting one level down. The people-leadership side of running an org — Leading, Managing, People Management — moved out to its own Leadership section instead, since it's about how you operate, the same altitude as Self, not about the org's cadence.
Plan
OP1 (H1) → OP2 (H2/EOY)
Do
PI cadence, all year
Reflect
MBR monthly, QBR quarterly
Planning itself is incremental, not a single annual event. OP1 shapes the Annual Operating Plan around H1; OP2 refines it at H2/EOY once the year's actuals are in. What Reflect surfaces this quarter feeds next year's OP1 — the wheel keeps turning, it doesn't reset.
Plan
Decide the direction and commit it to a plan before the year, or the quarter, runs away from you.
Vision & Mission
Why you exist right now, and the future state you're working toward — set once, before anything else cascades from it.
Strategic Planning
The planning cycle zoomed out further still: scan the landscape, formulate, cascade into plans, measure, adjust.
OKRs
Objectives & Key Results — org and team alignment, cascaded down to the individual.
Annual Operating Plan
The planning cycle at company scale — budget, headcount, and priorities set for the year ahead.
Do
Run the organization day to day, on the plan that was set.
Program Increment Cadence
PI Planning, sprints, and the Innovation & Planning week that keeps every team's sprints in sync.
Agile Release Trains
The long-lived team of teams the Program Increment cadence actually runs inside.
Roles & Responsibilities
Who runs the train — four standing roles, none of which own a single team's day-to-day work.
Reflect
Inspect what actually happened against the plan, on a regular cadence.