Executive Objective & Key Result Prioritization
Codify overall goals and measures to guide technology decisions.
Tech Consulting for Business Leaders
Schriver Group helps executives codify the objectives that should drive technology investments, align portfolios behind them, and lead the initiatives that deliver on them.
The Problem We Solve
Companies invest heavily in technology, but much of that work isn’t tied to company-level Objectives and Key Results (OKRs). Projects compete for the same people, and executives can’t see what the work delivers. Some initiatives stall. Others finish on time and on budget without advancing a single key result.
Schriver Group closes that gap. Every engagement is led by founder Kyle Schriver, from strategy through delivery. We work directly with executives, engineering teams, and everyone in between, connecting what others see separately: operations, sales, finance, and technology.
Services
We work with clients in four distinct, connected areas. We start with a 4–6 week assessment. We build an understanding of the current objectives and key results, the portfolios and initiatives meant to deliver on them, and any gaps between the two.
Based on those findings, we deliver recommendations and work with leadership on a prioritized plan. Subsequent engagements focus on each service area that needs to be addressed. Select an area below to learn more.
Cross-Portfolio Alignment
Calibrate portfolios and investment choices against company priorities.
Portfolio Assessment & Improvement
Refine specific portfolios to prioritize goals and enable highest-value initiatives.
Initiative Leadership & Capability Improvement
Lead high-value technology initiatives, equipping clients to run their own.
Executive Objective & Key Result Prioritization
Every portfolio and initiative depends on the company’s top-line objectives. They need to be clear, measurable, and focused on what matters most.
Schriver Group works with leadership to codify overall goals and measures that guide technology decisions. In practice, that means clarifying the company’s mission, goals, and Objectives and Key Results (OKRs). These become the basis for how portfolios are aligned, how each portfolio is refined, and how initiatives are managed. We also help determine what information leaders need to see whether investments are producing the intended results.
Activities:
- Clarifying mission, goals, and company priorities
- Establishing OKRs and supporting measures
- Prioritizing the strategic capabilities the company needs to reach its objectives
- Defining the visibility and reporting leadership needs to make decisions
Cross-Portfolio Alignment
Technology investments span multiple portfolios and departments. Problems arise when company priorities do not consistently shape which investments move forward, how they are funded and staffed, or how portfolio priorities are set.
Schriver Group examines how technology decisions are made across portfolios and identifies where company priorities are getting lost or distorted. We then help improve the processes used to evaluate and manage investments. The goal is to make trade-offs explicit and keep lower-value work from consuming resources needed for higher-value work.
Activities:
- Standardizing business case creation and approval, so every case states its expected business value
- Defining the criteria and tradeoffs that connect portfolio decisions to company goals and measures
- Assessing each portfolio’s expected value, dependencies, timelines, and resource constraints
- Identifying and resolving priority and resource conflicts across portfolios
- Establishing recurring assessments and leadership reporting on investment decisions and results
Portfolio Assessment & Improvement
Specific portfolios struggle when their objectives are unclear, their work isn’t aligned with company priorities, or their initiatives aren’t producing the expected results.
Schriver Group evaluates the whole portfolio and each initiative within it against company priorities. We identify the dependencies, constraints, resource conflicts, or delivery issues limiting performance. We then work with leadership to refine the portfolio so the most important work moves forward.
Activities:
- Evaluating portfolio goals, business cases, risks, and plans to confirm the right work is in the portfolio
- Assessing staffing, resources, dependencies, and sequencing
- Identifying bottlenecks and constraints affecting results
- Determining how to rebalance or resequence work based on business value and available capacity
- Accelerating, deferring, or pausing initiatives, freeing up people and resources for the work that needs them most
- Aligning delivery capabilities and processes with the work, so teams deliver what’s planned
- Improving team context and communication so teams understand what changed and why
- Establishing portfolio reporting that shows leadership whether the work is advancing company priorities
Initiative Leadership & Capability Improvement
Schriver Group brings direct experience leading critical initiatives: launching something new, recovering work that is off track, improving how teams deliver, and entering new areas such as artificial intelligence.
We lead these initiatives directly while equipping the client’s teams to lead future initiatives themselves.
Activities:
- Leading critical initiatives from plan to delivery
- Recovering and turning around off-track programs
- Running product discovery and launch
- Selecting tools and platforms
- Guiding AI adoption and implementation
- Implementing enterprise systems and data platforms
- Improving agile and product delivery practices
Selected results.
$10M+
increase in yearly software renewal sales after a customer 360 rollout
~70%
fewer truck driver pay disputes after launching a move-tracking app
4x
higher sprint completion rate after an agile transformation
Achieved in prior roles, before Schriver Group was founded.
About
Senior consulting and technology experience behind the firm.
Schriver Group is led by Kyle Schriver, a Pittsburgh-based consultant who has spent 20 years working between business strategy and technology delivery. He has led global programs at Deloitte, built PNC's customer data governance program, co-founded a data startup, and led product and agile transformations for mid-market clients. Each client gets one person accountable throughout, so the work stays tied to the objectives it was meant to reach.
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