Quarterly Targets and Reviews

At the end of every quarter, in NetCore, we do a formal review (sort-of Board meeting) with two external people. This helps us in multiple ways: it instills a “numbers” discipline down the line, it makes all of us accountable to numbers that we commit, it forces us to review ourselves every three months with people other than ourselves, and it also gets us inputs which sometimes we have failed to see (perhaps being too close to the issue or problem).

We have been doing this for about three years in NetCore. These quarterly reviews where we and each of the business heads presents to the Board are something that have been a useful and essential part of the process of ensuring that even as think long-term, we recognise the importance of keeping on delivering in the short-term also.

This is something which every company should do. Listed companies of course are obligated to do so. Even private companies should instill in themselves this discipline of quarterly targets and reviews.

6 thoughts on “Quarterly Targets and Reviews

  1. There was a famous quote by someone which says weeks makes a month and months makes a quarter. Typically in a startup you have a team which is focussing on doing stuff (product/engineering/execution) and a team(biz dev/sales/account mgmt) to make revenue.
    The numbers discipline is the most important in a start up phase once you start making revenues. If the targets are not taken sacrosanct, markets always provide you enough logical reasons why we missed numbers šŸ™‚

    Unless you get your weeks rights, very difficult to get your quarters right (ofcourse it depends on the nature of the biz as well)

  2. Hi,
    You are right.. what get’s measured becomes important.
    I am curious, what metrics do you track : Revenue, gross margins, free cash flow, cash conversion( % of EBIT to cash), working capital( esp receivables, aging of receivables), others??

    Also, what about expense control.. would it not make sense to track expenses every month, instead of waiting for 3 months?

    And finally, what leading indicators do you track, to see if you are on track to meet your operating plan , or if you feel the numbers might fall off( as happened in Q4 2008 and Q1 2009).