BoardSnap is an iOS app that converts whiteboard photos into clean summaries and action items in about ten seconds. This quarterly review template structures a full-quarter close, OKR outcomes, what worked, what didn't, the key learnings, and next-quarter inputs, on a board you snap and distribute.
Run this in the last week of the quarter, before setting next quarter's OKRs. The review should inform the planning, if you set Q3 OKRs without reviewing Q2 outcomes honestly, you repeat the same mistakes.
Budget 90 minutes for a team session; 45 minutes for an individual review. Include anyone who owned an OKR or a major initiative this quarter.
For each OKR: the objective, the key results, the target, and the actual outcome. Rate each KR honestly: 0 to 1 scale or simple hit/miss/partial. Don't inflate, a partial that's marked as a hit erodes trust in the whole planning system.
Write the three to five things that went notably well, not just what hit the OKR, but what created real value, surprised you, or showed the team's capability. Wins that aren't named get forgotten and don't compound.
Write the two to three things that didn't work, missed OKRs, failed experiments, wrong bets. For each: why did it miss? Market, execution, wrong hypothesis, or wrong resourcing? The answer shapes next quarter.
What do you know now that you didn't know three months ago? Write the top three learnings, about the market, the product, the team, or the process. These are the durable outputs of the quarter. Metrics age; learnings compound.
Based on the scorecard and learnings: what should the next quarter focus on? Not the full OKR, just the two or three inputs. What did this quarter teach you about what matters most? These inputs go directly into the next quarter's OKR-setting session.
Write the objectives and key results on the left side of the board before the meeting starts. Everyone should see them before they see the outcomes. This prevents anchoring, where knowing outcomes retroactively adjusts memory of the targets.
Go through each KR and write the actual number next to the target. Calculate the score. Resist the instinct to round up. A 0.7 on a hard objective is genuinely good; a 1.0 on a sandbagged objective is not. Calibrate the ambition first, then the score.
Before the misses. Starting with wins sets a fair accounting tone. The team is more honest about misses when they've already named the wins, the review feels balanced rather than a post-mortem.
For each miss: 'We didn't hit [KR] because [root cause].' The because is the learning. Wrong hypothesis, under-resourced, external blocker, execution gap, each requires a different response next quarter.
Look across wins and misses. What pattern do you see? If every miss was execution-blocked by a dependency on one team, that's an organizational learning, not a project-level miss.
This session ends with direction, not decisions. Write 'Q3 should focus on X because we learned Y.' The formal OKRs get written in the next session, informed by these inputs.
BoardSnap reads the scorecard, wins, misses, learnings, and Q+1 inputs. The output is a clean quarterly summary, wins as completed items, misses as analysis, and next-quarter inputs as action items for the planning session.
Quarterly reviews written in Google Docs get shared, skimmed, and filed. A quarterly review drawn on a whiteboard, where every OKR score is visible to the whole team at once, creates shared accountability that a doc never does.
BoardSnap captures the board and produces a structured summary before the conversation ends. Drop it in Slack as the official Q-close record. It takes thirty seconds.
Team sessions: 60 to 90 minutes. Individual reviews: 30 to 45 minutes. If it takes longer, you're doing the next quarter's planning in the same session, that should be a separate meeting with a break in between.
The simplest that your team will actually use. A 0 to 1 numeric score (0 = nothing done, 0.7 = solid progress, 1.0 = fully achieved) is the most common. Google popularized this scale. What matters more than the exact approach is that everyone uses the same approach and is honest about what the numbers mean.
That's the most useful output of the quarterly review, identifying that the OKR was set without a measurable key result. Write it as a learning: 'KR 2 was unmeasurable because it had no numeric target.' That informs next quarter's OKR-setting process directly.
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