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  • Quarterly Business Review

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    Nikunja Neupane
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    Quarterly Business Reviews (QBRs) can provide immense value by creating vertical and horizontal alignment in an organization, but often have inefficiencies due to limitations in the surrounding ecosystem. There are five common reasons for suboptimal QBRs: a lack of proper ownership, failure to properly align broad dependencies between organizational units, applying traditional budgeting logic rather than agile budgeting, misalignment between OKRs and KPIs, and disconnects from IT planning processes. Addressing these pain points takes effort but allows QBRs to effectively transmit strategic signals across the organization.

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    QBR is very important in business life. Check it thoroughly. You maggot insights.

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    Quarterly Business Reviews (QBRs) can provide immense value by creating vertical and horizontal alignment in an organization, but often have inefficiencies due to limitations in the surrounding ecosystem. There are five common reasons for suboptimal QBRs: a lack of proper ownership, failure to properly align broad dependencies between organizational units, applying traditional budgeting logic rather than agile budgeting, misalignment between OKRs and KPIs, and disconnects from IT planning processes. Addressing these pain points takes effort but allows QBRs to effectively transmit strategic signals across the organization.

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    167 views2 pages

    Quarterly Business Review

    Uploaded by

    Nikunja Neupane
    Quarterly Business Reviews (QBRs) can provide immense value by creating vertical and horizontal alignment in an organization, but often have inefficiencies due to limitations in the surrounding ecosystem. There are five common reasons for suboptimal QBRs: a lack of proper ownership, failure to properly align broad dependencies between organizational units, applying traditional budgeting logic rather than agile budgeting, misalignment between OKRs and KPIs, and disconnects from IT planning processes. Addressing these pain points takes effort but allows QBRs to effectively transmit strategic signals across the organization.

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    QUARTERLY BUSINESS REVIEW: HOW TO EXTRACT

    BENEFITS BEYOND TRANSPARENCY

    "QBRs can bring immense value to an organization. However, inefficiencies often occur, and
    there are five reasons behind these suboptimal operations."

    In previous research, our colleagues have outlined the importance for agile organizations to
    create both stable and dynamic practices.

    A. A periodic business review,


    B. Prioritization of different activities and
    C. Alignment across organizational units (frequently called tribes) are often together
    referred to as Quarterly Business Reviews (QBRs).

    QBRs can be the cornerstone of an effective agile organization, linking overall strategic
    direction to agile organizational units and team-level backlogs.

    When done well, QBRs can bring immense value to an organization by creating vertical and
    horizontal alignment. However, inefficiencies often occur due to limitations in the ecosystem
    around the QBR—even if the narrowly defined process is done well. There are five reasons
    behind these suboptimal operations:

    1. QBR ownership: The QBR and the broader ecosystem surrounding it are at the heart of an
    agile organization and must have a proper owner.

    This role spans 3 main activities:

    A. Managing the QBR process,


    B. Ensuring proper content quality, and
    C. Continuously improving the QBR.

    A dedicated squad-;'/Iff kmf}hsf] h:tf] b:tf_ is required during QBR CYCLES, COMBINING
    AGILE, IT, FINANCE/BUDGETING AND STRATEGY EXPERTISE, AND A STRONG
    AND RESPECTED LEADER.
    2. Broad dependency alignment: During the QBR process, these units set Objectives and Key
    Results (OKRs) and plan what they will deliver to achieve them. Ideally, a substantial portion
    of the unit backlog can be delivered autonomously by the owner of the group, while a smaller
    fraction requires broader alignment. The QBR should serve as a forum to understand those
    dependencies and resolve them while not making the process highly technical and
    administrative.

    For instance, one LATAM company organizes a quarterly fair where each unit leader presents
    its initiatives and all other leaders are responsible to challenge them and understand potential
    dependencies.
    3. Traditional budgeting: Agility brings a paradigm shift in the logic of budgeting. Instead of
    projects, agile organizations use cross-functional teams as budgeting units. Agile
    organizational unit leads must assume resources are relatively fixed, and their job is
    maximizing impact, generated via prioritization. This is important, because if agile
    organizational units are subject to traditional project and business case-based budgeting logic,
    then QBRs cannot function properly. If fully agile budgeting is not realistic in the short term,
    companies can opt for a hybrid approach.

    For example, a leading bank uses QBRs to review budget status against delivered business
    results—and potentially make adjustments in a transparent and fast way during the QBR
    meeting, if circumstances require.
    4. KPI and OKR misalignment: OKRs are among the most fundamental elements of QBR logic,
    used by many organizations to set aspirational targets with motivating narratives to rally
    people behind a common vision. In the QBR, these units must define OKRs from strategic
    company aspirations. Yet, organizations often struggle to draw a connector line between the
    newly introduced OKR concept and end-of-year key performance indicators (KPIs).

    A Western European bank defined the value driver KPIs for each agile organizational unit and
    derived OKRs that helped to achieve these relatively fixed end-of-year KPIs.
    5. Disconnect from IT processes: In an ideal agile environment, agile organizational units can
    release standards and an IT architecture vision. This is rarely the case in large corporations due
    to legacy architectures and monolithic systems. Given that planning for major monolith IT
    systems often requires 12+ months, QBRs often need to co-exist with IT release planning.

    One European telco solved this by synchronizing the timing of IT release planning with
    QBRs, and then used them as a complementor forum—refining and breaking down the
    upcoming portion of the high-level IT roadmap.
    Building proper QBR practices and enabling the ecosystem takes time and effort. However, once
    these pain points are addressed, the QBR can truly act as the nerve center of the organization,
    transmitting key impulses and strategic signals.

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