Every Objective decomposes into 2–3 measurable Key Results, and each KR ties to 2–3 Initiatives — the actual work being done. Owners assigned at every level. No KR without an initiative behind it.

An Objective's score is the weighted attainment of its KRs. Green ≥ 70%, Amber 50–69%, Red < 50%. A KR is flagged as a "dragger" when its score is materially below the objective average.

The drill-down doesn't just show what's red — it traces why. A red KR maps to the slipped or at-risk Initiative most responsible. The risk note becomes the diagnostic. This is what turns a status report into a decision tool.

Most OKR systems treat each BU as a silo. This one explicitly captures dependencies — Sales depends on Product depends on Engineering. The pattern analysis spots when failures concentrate upstream.

The Gap Analysis isn't a template. It scans the data for five strategic patterns — owner concentration, upstream dependency failures, trend reversals, distributed slippage, and recoverable amber states — and surfaces the one that fits.