Sound familiar?
- The future lives in your head, and the team is left guessing.
- Every new opportunity turns into a debate, and some turn into distractions.
- The team follows your vision. They don't own it.
- Priorities shift every time a new idea lands.
- You're not sure your people and roles fit where the business is going.
- You're growing, but it's hard to say towards what.
What changes with ORA.
Not a vision statement for the wall. A direction that changes what people decide on Tuesday.
Decisions get faster
With a clear direction agreed, most opportunities answer themselves. If it doesn't fit, it's a no, and nobody needs a week of debate to get there.
The vision leaves your head
Where you're going is written down and shared. Your team can explain it without you in the room.
Everyone pulls the same way
Every function works towards the same picture of the next three years, so priorities stop competing with each other.
Hiring for where you're going
You know which roles the next three years need, and what your people need to grow into them.
Growth with a plan behind it
A one-year plan connects the long view to this quarter, so ambition turns into the next concrete step.
You can step back
When the team owns the direction, it doesn't need you to push it forward every day.
A plan on paper isn't a shared direction.
Most planning sessions end with a document the founder believes in and the team tolerates. We work on what sits underneath: the disagreements nobody voices and the doubts that never get said out loud.
We bring them into the room, so the plan you leave with is one the whole team actually owns, and still believes in when the pressure is on.
Built on evidence.
Teams that share the same picture perform better.
A meta-analysis of 65 studies found that shared team understanding is strongly linked to team performance, over and above motivation and teamwork behaviours.
DeChurch & Mesmer-Magnus (2010), Journal of Applied PsychologyA clear destination raises performance.
Decades of goal-setting research show that specific, challenging goals lead to higher performance than vague intentions.
Locke & Latham (2002), American PsychologistLong-term plans need a near-term how.
Across 94 studies, turning a goal into a concrete plan for when, where and how had a medium-to-large effect on reaching it. That's why Direction ends with a one-year plan tied to this quarter.
Gollwitzer & Sheeran (2006), Advances in Experimental Social PsychologyThese are findings about the principles we build on, not claims about ORA's own results. We'll publish our client outcomes here as we earn them.
What you leave with.
- Your values and focus, agreed and written down
- A clear picture of the next three years
- A long-term target the team can rally around
- A one-year plan tied to this quarter's priorities
- A clear view on people and roles for the road ahead
- All of it on two pages, so it actually gets used
Before and after
We usually recommend starting with Reset, so this quarter is under control before you plan the next three years. After Direction, Momentum keeps the plan alive.
Straight answers.
Do we need Reset first?
We usually recommend it. It gets this quarter under control, so Direction can focus on the long view. If you already run a solid weekly rhythm, we can talk about starting here in your First Meeting.
Who should be in the room?
You and your leadership team: the people who run the main parts of the business. We agree exactly who in the First Meeting.
What do we leave with?
Your direction on two pages: values, focus, a clear picture of the next three years, and a one-year plan tied to this quarter. Plus a clear view on people and roles.
What does it cost?
From NOK 100,000 for the two days. The exact figure depends on the size of your business and your leadership team, and you know it before you commit. The first call is free.
Start with a First Meeting.
It's free. Who we are, who you are, and how we'd work together. You leave with your biggest constraint named, whether we work together or not.