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As the cycle progresses, and especially at its conclusion, the **reviewing and adapting of OKRs** becomes paramount. This is the critical feedback loop that makes the **ITIM Newbold OKR** framework so dynamic and effective. At the end of each defined period (typically a quarter), you need to conduct a formal review of your OKRs. This involves assessing the performance against each Key Result and determining the overall achievement of your Objectives. Were the targets met? Why or why not? This isn't about judgment; it's about learning. The ITIM Newbold philosophy stresses a thorough post-mortem analysis to extract valuable insights. What worked well? What didn't? What did we learn about our customers, our market, or our internal processes? These learnings are invaluable for the next cycle. Based on this review, you then **adapt** your OKRs for the subsequent period. This adaptation might involve setting entirely new Objectives and Key Results that reflect new strategic priorities or market shifts. It could also mean refining existing Objectives or adjusting Key Results based on what you learned. Perhaps a Key Result was too ambitious, or not ambitious enough, or maybe the metric itself needs tweaking. The agile nature of this framework means that you're constantly learning and evolving your goal-setting process. This iterative approach ensures that your OKRs remain aligned with your evolving business strategy and that your team continues to be challenged and motivated. By systematically reviewing and adapting, you ensure that your OKR practice doesn't become stale, but rather remains a powerful engine for continuous improvement and strategic success. It's how you build momentum and ensure long-term growth.