| name | meta-quarterly-gameplan |
| description | Use when converting a completed plan into quarterly execution sprints. Use the relevant plan-section skill for section drafting. |
| metadata | {"portable":true,"compatible_with":["claude-code","codex"]} |
Quarterly Game Plan Meta-Skill
Overview
Use this meta-skill to turn annual strategy into focused 90-day execution. It narrows the plan into a quarterly objective, accountable actions, and short-cycle review discipline.
Use When
- Use when converting a completed plan into quarterly execution sprints.
- Use when leadership needs a practical 90-day operating plan rather than an annual narrative.
- Use when accountability, cadence, and execution focus have started to drift.
Do Not Use When
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Do not use before the annual priorities and constraints are clear.
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Do not create a quarterly plan that tries to advance every objective at once.
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Do not treat this as a project list with no success metric or review rhythm.
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For meta-quarterly-gameplan, route to the relevant plan-section skill instead when the request is section drafting rather than cross-section analysis.
Required Inputs
| Input | Source / provider | Required? | If absent |
|---|
| Quarterly Gameplan brief and decision audience | Client, plan owner, or approved project files | Yes | Stop before making a recommendation; state the missing decision context. |
| Claims, assumptions, and supporting evidence | Source register, model, research notes, interviews, or operating records | Yes | Separate known facts from assumptions and return a qualified gap list. |
| Authority and delivery constraints | Requesting owner and repository instructions | Yes | Remain read-only and produce a draft or review only. |
- Annual plan priorities and current-quarter context
- Team capacity, resource constraints, and timing assumptions
- Any scorecards, KPIs, or implementation milestones already defined
- Operational realities that affect quarterly sequencing
Workflow
- Identify the single most important objective for the quarter.
- Break that objective into the few accountable actions that matter most.
- Sequence work weekly and assign ownership and review checkpoints.
- Reconcile the game plan with annual goals, cash limits, and operating constraints.
- Define how progress and slippage will be reviewed.
- Flag overload, dependency, or priority-conflict risks.
Decision, stop, and recovery controls
- Decision point: confirm that the requested output is the 90-day gameplan and that the decision concerns which commitments enter the quarter and which are deferred.
- Stop condition: halt the affected conclusion if required evidence is missing (annual priorities, available capacity, dependencies, and accountable owners) or if the work could lead to this identified risk: loading a quarter with work that exceeds people, cash, or sequence constraints.
- Recovery: obtain the missing record or reviewer, repeat the affected check, and update the exception record before release.
Quality Bar
- The quarter has one dominant objective and a manageable action set.
- Owners, cadence, and success measures are clear.
- The plan is realistic for the available capacity.
- Review discipline is built in from the start.
Anti-Patterns
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Quarterly plans that simply restate the annual plan.
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Too many priorities and no forcing function.
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Actions with no owners or no review points.
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Game plans that ignore cash, staffing, or dependency constraints.
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Treating a generic quarterly gameplan template as a conclusion. Correction: tie each choice to the named audience, evidence, and operating constraint.
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Applying the wrong neighbouring route to meta quarterly gameplan. Correction: confirm the decision and route to the named neighbour before analysis.
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Treating an assumption as verified evidence. Correction: label it, cite its source or owner, and assign a verification action.
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Recommending action without a decision threshold. Correction: state the measurable acceptance condition and review trigger.
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Recording an unavailable check as passed. Correction: mark it not assessed and state the consequence for the decision.
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Mutating or publishing during an analysis-only task. Correction: remain read-only until the owner gives explicit authority.
Outputs
| Artefact | Consumer | Observable acceptance condition |
|---|
| Quarterly Gameplan deliverable | Named decision-maker or plan author | The recommended choice, assumptions, countercase, and next action are explicit. |
| Evidence and exception register | Reviewer, funder, board, or implementation owner | Every load-bearing claim is sourced or labelled as an assumption; missing checks are not shown as passes. |
- A focused 90-day game plan
- Ownership, review cadence, and success measures
- Any constraints or dependency risks requiring leadership attention
Transform the annual business plan into focused 90-day execution sprints. Based on Jan B. King's principle that annual plans fail without quarterly translation into concrete action.
When to Use
Invoke to generate the current quarter's game plan. Can be re-invoked each quarter to create the next sprint. Works best with sections 08, 10, and 13 as input.
What to Generate
1. Quarterly Objective
One clear objective for the quarter the single most important outcome:
Q[X] 20XX Objective: [Clear, measurable statement]
Success metric: [How we know we achieved it]
Why this matters now: [Connection to annual plan]
Before finalising the objective, map it to the Balanced Scorecard perspective it most directly advances:
- Financial
- Customer / Market
- Internal Process
- Learning / Capability
Every quarter should still have one objective, but that objective must be traceable to the annual strategy map.
2. Monthly Breakdown
Month 1: Foundation
- Key deliverables
- Resources needed
- Decision points
Month 2: Execution
- Key deliverables
- Milestones to hit
- Dependencies to resolve
Month 3: Completion & Review
- Key deliverables
- Quality checks
- Preparation for next quarter
3. Weekly Action Plan
| Week | Key Actions | Owner | Deliverable | Done? |
|---|
| 1 | [Actions] | [Who] | [Output] | [ ] |
| 2 | [Actions] | [Who] | [Output] | [ ] |
| ... | ... | ... | ... | ... |
| 12 | [Actions] | [Who] | [Output] | [ ] |
4. Accountability Matrix
| Team Member | Quarterly Goal | Monthly Targets | Weekly Check-in Day |
|---|
| [Name] | [Their Q goal] | [M1/M2/M3 targets] | [Day] |
5. Resource Allocation
Budget for quarter: $X (from annual allocation)
Team capacity: X person-hours available
Key tools/resources needed: [List]
External dependencies: [List with expected delivery dates]
5A. Quarter Strategy Map
Add a mini strategy map for the quarter:
- capability or system changes required
- process improvements expected
- customer or market result targeted
- financial effect expected
This prevents the quarter from collapsing into a task list with no strategic logic.
6. Quarter-End Review Template
QUARTER [X] REVIEW
==================
Objective: [What we aimed for]
Result: [What we achieved]
Score: [1-10]
What worked:
1. [Success and why]
2. [Success and why]
What didn't work:
1. [Miss and why]
2. [Miss and why]
Key learnings:
1. [Insight]
2. [Insight]
Carry-forward items:
1. [Incomplete item next quarter]
Next quarter preview:
- Objective: [Draft Q+1 objective]
- Key shift: [What changes based on learnings]
7. Process Improvement Integration
Each quarterly game plan should include at least one process improvement objective using the BPI methodology (Page, 2015):
- Select process Use the process prioritisation matrix (Impact Implementation feasibility Current State Value) to choose which process to improve this quarter
- Scope Define boundaries using the 8-section Scope Definition Document (process name, owner, description, scope, responsibilities, client needs, stakeholders, measurements of success)
- Map and analyse Document as-is process, estimate time and cost, apply improvement techniques
- Implement Use four parallel tracks: change management, testing, communication, training
- Measure Compare improved metrics to baseline
Process Prioritisation for Quarterly Focus
Score candidate processes on four weighted criteria (Page, 2015):
| Category | Weight | Criteria |
|---|
| Impact | ~35% | Number affected, management level affected |
| Implementation | ~30% | Time to market, funding required, timing |
| Current State | ~20% | Customer satisfaction, pain level, process documentation |
| Value | ~15% | Expected benefit/return |
Select the highest-scoring process for this quarter's improvement focus.
8. Transformation Control Points
For larger growth or transformation quarters, review execution through these eight lenses:
- leadership
- culture
- people
- systems
- IQ
- EQ
- flexibility
- fearlessness
Turn them into practical review questions:
- who is leading and deciding?
- what behaviour change is required?
- which skills or roles are missing?
- which systems are constraining progress?
- what analysis or data is needed?
- what trust, morale, or stakeholder issue must be managed?
- where must the plan adapt without losing focus?
- what bold decision is being avoided?
The King Method: Core Principles
- One objective per quarter Focus beats breadth
- Weekly accountability If it is not in the weekly plan, it does not happen
- Owner for everything No action item without a name attached
- Monthly checkpoints Course-correct before it is too late
- Honest reviews What did not work matters more than what did
Generation Process
- Ask for: which quarter, annual plan priorities, team capacity, budget
- Define the single quarterly objective
- Break into monthly deliverables
- Decompose into weekly action items
- Assign ownership for every item
- Allocate resources and budget
- Create quarter-end review template
- If the quarter includes process redesign or AI enablement, apply question -> delete -> simplify -> accelerate -> automate
8. Weekly Accountability System
Use a structured Sunday (P)review to maintain momentum (Kagan, 2024):
- Every Sunday, 15 minutes: review past week's goals, assess progress, set next week's priorities
- Send to accountability buddy they must reply AND call out missed commitments
- Organised by goal categories matching quarterly objectives
9. Algorithm-Based Improvement Sequence
When the quarterly objective includes operational improvement or AI enablement, use this order:
- Question the requirement
- Delete unnecessary steps
- Simplify and optimise
- Accelerate cycle time
- Automate last
10. Marketing Experiment Cycles
Each quarter should include at least one marketing experiment cycle (Kagan, 2024):
- Create a list of 3-5 marketing experiments with expected vs. actual sales
- Run each experiment for 30 days
- At month-end: double down on what works, kill what doesn't
- Carry the winning experiments into the next month
11. Benefits-Realisation Check
If the quarter includes a major investment or digital initiative, add a short business-case audit:
- what benefit was expected this quarter
- what actually happened
- what assumption broke or held
- what decision follows: continue, fix, rescope, or stop
12. Scorecard Review Gate
At the end of every month, classify the quarter by Balanced Scorecard status:
- Green - objective and leading indicators on track
- Amber - one major leading indicator off track; corrective action required
- Red - objective at risk; trigger a replanning session within five working days
Review both:
- lagging outcomes achieved so far
- leading indicators that predict whether the quarter will still land
Quality Criteria
- Quarterly objective is singular and measurable
- Quarterly objective is linked to a scorecard perspective and strategy map
- Weekly actions are specific enough to execute (not "work on marketing")
- Every action has an owner - no shared ownership
- Resource requirements are realistic for team capacity
- Review template is honest captures failures, not just successes
- Weekly accountability system is in place (Sunday reviews with buddy)
- Quarterly plan identifies the real execution constraint, not just the activity list
- Process-improvement quarters follow question -> delete -> simplify -> accelerate -> automate
- Material initiatives include a benefits-realisation review rather than assuming progress from activity alone
References
references/quarterly-strategy-map.md - quarterly objective selection, strategy-map linkage, KPI-cascade design, and review-gate logic based on Balanced Scorecard practice
Evidence Produced
| Evidence | Format | Acceptance condition |
|---|
| 90-day gameplan decision trace | Sources, calculations, assumptions, countercase, and selected action | A reviewer can trace the selected action and rejected alternatives to the cited inputs. |
| Exception record | Failed and not-assessed checks with owner and due action | The register exposes every unresolved exception that could lead to loading a quarter with work that exceeds people, cash, or sequence constraints. |
Capability and Permission Boundaries
Read supplied records and use non-mutating checks to produce the 90-day gameplan; updating the approved action register is permitted when requested. Do not publish, contact third parties, alter live systems, commit funds, or claim legal, tax, audit, valuation, ESG, or investment assurance without the owner's explicit authorisation and the appropriate reviewer.
Degraded Mode
If annual priorities, available capacity, dependencies, and accountable owners cannot be obtained, return a qualified 90-day gameplan covering only the checks that remain supportable. Leave this decision unresolved: which commitments enter the quarter and which are deferred. Record the evidence owner and next check; an inaccessible source, tool, or reviewer is never a pass.
Decision Rules
| Decision condition | Action | Failure or risk avoided |
|---|
| Evidence is sufficient to decide: which commitments enter the quarter and which are deferred | Record the conclusion, source trail, owner, and review trigger in the 90-day gameplan. | Risk of loading a quarter with work that exceeds people, cash, or sequence constraints |
| Material evidence conflicts or remains uncertain | Capacity-check competing commitments by owner, dependency, and cash week; defer the lower-value work rather than overloading the quarter. | Selecting an option without resolving the decision-relevant uncertainty |
| Required evidence is missing: annual priorities, available capacity, dependencies, and accountable owners | Mark the decision on which commitments enter the quarter and which are deferred not assessed in the 90-day gameplan, and send it to the quarter owner and executive sponsor. | Otherwise, the work risks loading a quarter with work that exceeds people, cash, or sequence constraints |
Quality Standards
Accept the 90-day gameplan only when evidence is sufficient for this decision: which commitments enter the quarter and which are deferred. Assumptions and countercases remain visible, calculations and cross-references reconcile, and the reviewer can see how the recommendation addresses the risk of loading a quarter with work that exceeds people, cash, or sequence constraints.
Worked Example
A team proposes nine priorities for four people. Capacity and dependency checks retain the three commitments tied to the funding milestone and place the rest in a sequenced backlog.
Quarterly learning and living-plan control
Every quarter must contain at least one explicit learning objective when a material assumption remains unvalidated. State the baseline, experiment or operational change, expected signal, guardrail, decision threshold, owner, and evidence location. At quarter end, record whether the result caused the team to continue, revise, pivot, pause, stop, or standardise; do not close the quarter with activity completion alone.
Use the quarter-end gate to reconcile actual results with the business model, cash plan, KPI dashboard, risk register, stakeholder feedback, and capacity. If evidence invalidates a strategic assumption, update the living plan and sequence rather than forcing the old target. Trigger an early plan refresh when funding, leadership, regulation, customer/beneficiary need, capacity, performance, or stakeholder confidence changes materially. Protect continuity first, then run the strategic review.
