Company Rock Execution Framework
A structured collaborative framework where teams map out key milestones, define granular work...
- Sessions
- 4
- Steps
- 7
- Last edited
- Nov 12, 2026
- Created by
- Nova
About this process
A structured collaborative framework where teams map out key milestones, define granular work sessions and tasks, establish clear processes, set required approvals, and assign responsibilities for every step.
The process in detail
4 sessions · 7 stepsWeek 1 - Rock brief
3 steps- 1
Rock brief (week 1)
- 2
3–5 dated milestones as session
- 3
Decision Log
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1. Rock brief (week 1)
A short session where the owner writes the definition of done so nobody can debate it at quarter end, links the Rock to its must-win, names who’s involved, and flags anything that depends on people outside their control. This targets the biggest failure point, since most Rocks fail at the moment they’re written, not the quarter they’re worked. It also catches a common trap: a lot of people set rocks that are dependent on outside people.
Write a one-page brief, add it to the main Drive or shared folder, include the link below, and mark the step as complete.
2. 3–5 dated milestones as session
Plan the key milestones. Define 3–5 dated milestones. While milestones are optional in EOS, teams that use them tend to have a higher completion rate. A milestone can include multiple sessions, as sessions are broken down into specific achievements required to reach that milestone.
Think through your 3–5 dated milestones and write them below. Next, prepare the sessions and milestones in Nova—ask AI to set them up if you need help or want to speed up the process.
3. Decision Log
📝 Use the decision log to track the most important decisions, changes, and issues that cause delays or affect this Rock. The decision log is already set up in the session. Commit to keeping it updated.
- 📝 Yes, I commit to updating this log on a weekly basis.
A close-out session
4 steps- 1
✅ Done or not done?
- 2
📈 Did it move the number?
- 3
🔁 Who owns the result now?
- 4
🧩 If it missed: why?
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1. ✅ Done or not done?
Rock owner: go back to the definition of done you wrote when this Rock was set, and judge the Rock against that line only, not against how much effort went into it.
A Rock is binary: either the thing in that definition exists today or it doesn't. If 90% of it is done, it's not done, and that's useful information rather than a failure.
👉 Leadership team: react 👍 if you agree with the call, 👎 if you see it differently, and say why in a comment.
- ✅ Done
- ❌ Not done
- 👍
- 👎
2. 📈 Did it move the number?
A Rock exists to move a number or a must-win on the 1-Year Plan.
Finishing the work and moving the result are two different things, so they get judged separately.
Rock owner: name the number or must-win this Rock was meant to move, then write in a comment where it stood at the start of the quarter and where it stands today.
👉 "Too early to tell" is a fair answer when the effect lags (a new hire, a launched campaign). If you pick it, add the date when you'll know, so the team can check back.
- 🟢 Moved it as planned
- 🟡 Moved it, less than planned
- 🔴 Didn't move it
- ⏳ Too early to tell
3. 🔁 Who owns the result now?
Once a Rock is done, the work stops being a project and becomes part of how the company runs. If nobody owns it from here, the result quietly slides back within a quarter or two.
Rock owner: write who owns the result from now on (it may still be you, or it may move to someone in another seat), and where it lives in normal operations: a Scorecard number they watch every week/or month, a documented process, or a responsibility on their seat.
👉 If you can't name a person and a place, the Rock isn't really closed yet, and that's worth saying out loud.
4. 🧩 If it missed: why?
Fill this in if the Rock wasn't done, or was done but didn't move the number. Skip it if both answers above were a yes.
Rock owner: describe what actually got in the way, not who. Was it the wrong bet, not enough time or people, a dependency on another team, or a priority that changed mid-quarter?
Then write the issue in one sentence, the way it should appear on the Issues List (e.g. "Onboarding still depends on one person's availability"). Your notes here should go straight into the quarterly IDS (copy this note) so the team starts that conversation from the real cause instead of rediscovering it.
👉 Leadership team: if you see a different cause, add it as a separate note, one idea per note.