A fixed-scope independent evidence review that determines whether your program's claims are provable — delivered as a written verdict you can act on, in four weeks.
Book a scoping call →Does the evidence support what this program claims — and would it survive scrutiny from someone with no stake in the answer?
Not "are your OKRs well-written." Not "is the framework being followed correctly."
Those questions assume the program's premises. The OKRs Diagnostic tests them:
A - Representation: Do your key results actually represent the outcomes they were chosen to represent — or have they quietly become measures of activity?
B - Traceability: Can the claimed results be traced to evidence — or only to narrative?
C - Attribution: Can claimed benefits be attributed to the program — or only to the period in which it ran? What alternative causes were ruled out?
D - Economics: What did achieving the numbers consume and what net economic value remained?
E - Temporal validity: If the organization has changed since the metrics were set, do the metrics still describe it?
A leadership transition
Before the incoming executive certifies results they didn't produce.
A board challenge
When "show me the evidence" has been asked and not answered.
A renewal decision
Before another year of funding goes to a program whose original business case has never been re-tested.
A diligence event
When claimed operational improvements are about to be priced into a transaction.
An AI deployment on unverified numbers
When automation is about to accelerate decisions against metrics nobody has verified.
If none of these is your situation, you probably don't need us yet. The OKRs Diagnostic responds to necessity, not curiosity.
You receive a single decision-grade artifact: the Determination Memo.
It states, in plain language:
Proceed
The claims are evidenced. No action required. You hold independent confirmation you can put in front of a board.
Proceed with conditions
The claims are substantially supported, contingent on specified conditions remaining true. Those conditions are named, in writing.
Re-underwrite
The program may be sound, but the current evidence cannot carry the claims being made. The business case needs to be rebuilt on what can actually be established.
Evidence insufficient
The claims cannot be established from what exists. Continuing to assert them is a decision that should be made knowingly, by name, at the right level.
Alongside the memo: the evidence trail (what was examined, what it establishes, what it cannot establish), the exposure (which specific claims are unprovable, and what depends on them — decisions, budgets, commitments, compensation plans, public statements), and the boundary (what the Diagnostic did not examine and does not opine on).
There is no 80-page deck. There is no maturity score.
There is a verdict, the reasoning behind it, and the names of the numbers you should stop repeating.
This is where the Diagnostic becomes decision infrastructure rather than measurement critique. A result can be real without being caused by the program. It can be attributable without creating net economic value. And it can create apparent savings while consuming capability, capacity, institutional knowledge or optionality that never appears in the dashboard.
01 - Reality: Did the claimed result actually occur?
02 - Causality: What changed because of the program, rather than merely during it?
03 - Economics: What was consumed to create the result, and what net value remained?
A green number is not yet an economic argument. The chain has to survive all three questions.
Before the clock
Evidence intake
On engagement, you receive a defined input checklist: OKRs sets and scoring history, the original business case, board and steering materials, metric definitions, etc. We confirm your submission is complete within two business days. The four-week clock starts on that confirmation — so the timeline never slips because of missing inputs.
Weeks 1–2
Examination
We test the claims against the evidence —representational validity, traceability, attribution, economics, and temporal validity. Three to five structured interviews with the people closest to the numbers supplement the evidence.
Week 3
Determination
Findings are drafted and put through internal challenge review: every claim in the memo must trace to the evidence trail or it doesn't survive internal challenge.
Week 4
Delivery
The Determination Memo is delivered to the commissioning authority, in person or by video, with a short working session for the questions it raises.
The Fee
$35–75K FIXED AT SCOPINT · CONFIRMED BEFORE WORK BEGINS
Pricing varies with program scope: the number of OKRs sets, OKRs cycles, business units, and claimed-benefit lines under examination. No hourly billing, no change orders or automatic follow-on.
For calibration: the conventional alternative — a strategy-house or Big 4 review —typically runs ten times that, takes a quarter or more, and is conducted by firms whose business model depends on what happens after the review. The fee here is the same whether the verdict is proceed or evidence insufficient— which is precisely why you can trust either one.
The fee doesn't buy time or analysis. It buys a verdict that can't be negotiated —if it could be, it wouldn't be one.
- Not OKRs coaching, training, or transformation consulting
- Not an implementation, and not a path to one
- Not an audit, and not a substitute for one
- Not a vendor evaluation or a software selection
- Not a benchmarking exercise or maturity assessment
- Not reassurance
Advice assumes the numbers still mean what they meant. The Diagnostic exists for when that's exactly what's in doubt.
We do not sell the next phase. There is no next phase unless you commission it — and we may tell you not to.
Independence is structural: no implementation revenue, no vendor referral economics, no contingent fee, and no obligation to sell a next phase.
Proceed means the evidence can carry the claim. Conditions means the decision depends on named facts. Re-underwrite means the business case needs to be rebuilt. Evidence insufficient means the organization must stop treating an unestablished claim as established.
Any Resolution work is separately scoped and never assumed.
The Diagnostic may conclude that the evidence does not support your program. That conclusion will be delivered in writing, to you, without softening.
If an unfavorable verdict would be unwelcome — if the organization needs a particular answer rather than a true one — do not engage us. There are firms that sell that service. They cost more,and their reports are worth less.
If, on the other hand, you are the person who will be held responsible for numbers you cannot currently prove — a verdict either way is the most useful thing you can buy this quarter.
Roughly half of diagnostics end in proceed or proceed with conditions — in which case you now hold something genuinely rare: independent confirmation you can put in front of a board.
Where the verdict is re-underwrite or evidence insufficient, a fixed-scope Resolution engagement is available: rebuilding the measurement basis of the program on what can actually be established — or retiring it defensibly, with the evidence trail that makes the retirement stick.
Resolution is scoped by the verdict, priced separately, and never assumed. Many clients don't need it. That's the point of sequencingit this way.
A verdict is valid under the conditions it names — not on a calendar. Re-examination is warranted when scope expands, governance reconfigures, or execution accelerates beyond the conditions the verdict was issued under.
Engagements are limited to 2–3 concurrent diagnostics to preserve independence and depth.
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