Update CEO to Company OKR

content/handbook/board-meetings/_index.md

@@ -247,7 +247,7 @@ The Finance slides are as follows:
 
 ### CEO Memo
 
-The CEO is responsible for submitting a memo to the BoD in advance of the Board meeting. The memo captures GitLab highlights from the previous quarter, CEO OKRs for the coming quarter, and other topics that are top of mind for the CEO. The CoS to the CEO supports the CEO by creating an initial draft and sharing it with the CEO a week before the final draft is shared with E-Group. The memo should have online tests for readability before they are finalized or shared with the CEO. A tool, such as https://readable.com/, can be used.
+The CEO is responsible for submitting a memo to the BoD in advance of the Board meeting. The memo captures GitLab highlights from the previous quarter, company OKRs for the coming quarter, and other topics that are top of mind for the CEO. The CoS to the CEO supports the CEO by creating an initial draft and sharing it with the CEO a week before the final draft is shared with E-Group. The memo should have online tests for readability before they are finalized or shared with the CEO. A tool, such as https://readable.com/, can be used.
 
 ### Board Dinner
 

content/handbook/business-technology/data-team/how-we-work/planning/index.md

@@ -84,7 +84,7 @@ The timeline for Iteration planning is as follows:
 
 ### Quarterly OKR Planning
 
-Data Team OKRs aspire to align with Business Technology OKRs, Finance Division OKRs, and CEO OKRs, thereby aligning with the OKRs of the Divisions we support. The Data Team also creates OKRs for [Data Platform](/handbook/business-technology/data-team/platform/) infrastructure development and these OKRs may not always map to immediate term Business Partner OKRs. Overall, [OKRs constitute 60-75%](/handbook/business-technology/data-team/how-we-work/#standing-priorities) of the Data Team's Quarterly Capacity, with Production Operations as the only established higher priority.
+Data Team OKRs aspire to align with Business Technology OKRs, Finance Division OKRs, and company OKRs, thereby aligning with the OKRs of the Divisions we support. The Data Team also creates OKRs for [Data Platform](/handbook/business-technology/data-team/platform/) infrastructure development and these OKRs may not always map to immediate term Business Partner OKRs. Overall, [OKRs constitute 60-75%](/handbook/business-technology/data-team/how-we-work/#standing-priorities) of the Data Team's Quarterly Capacity, with Production Operations as the only established higher priority.
 
 Data Team OKRs are managed with [GitLab Plan](https://about.gitlab.com/direction/plan/) using Epics and Issues using a standard naming scheme and structure and this approach:
 - enables async contributions and planning
@@ -156,7 +156,7 @@ We use a T-Shirt sizing approach for quickly sizing the work required to deliver
 
 ## Work Breakdowns
 
-Work breakdowns are always developed as a part of the Quarterly OKR Planning Drumbeat, but can also be leveraged to help scope and plan new initiatives, infrastructure projects, and similar multi-person or multi-week projects. The outcome of the work breakdown is a detailed description of the work to be performed, deliverables and responsibilities, and a high-level timeline.  
+Work breakdowns are always developed as a part of the Quarterly OKR Planning Drumbeat, but can also be leveraged to help scope and plan new initiatives, infrastructure projects, and similar multi-person or multi-week projects. The outcome of the work breakdown is a detailed description of the work to be performed, deliverables and responsibilities, and a high-level timeline.
 - As a part of the Quarterly OKR Planning Drumbeat, work breakdowns are embedded in the KR Description.
 - As a part of a stand-alone or ad-hoc initiative, work breakdowns are embedded in the appropriate Epic Description.
 - As an example of a Work Breakdown, see this [FY22-Q4 Data Platform Work Breakdown](https://gitlab.com/groups/gitlab-data/-/epics/372).

content/handbook/ceo/chief-of-staff-team/_index.md

@@ -39,7 +39,7 @@ The primary project used by the CoST to track work specific to our team is [CoS
 
 ## Kinds of projects CoST to the CEO works on{#what-projects-does-the-cost-work-on}
 
-Given the cross-functional nature of the [CEO OKRs](/handbook/company/okrs/#okr-process-at-gitlab) and given these projects are important to the CEO, the CoST is often involved in these initiatives as needed and as team member workload permits.
+Given the cross-functional nature of the [company OKRs](/handbook/company/okrs/#okr-process-at-gitlab) and given these projects are important to the CEO, the CoST is often involved in these initiatives as needed and as team member workload permits.
 
 ### Project Criteria
 

content/handbook/company/okrs/_index.md

@@ -183,23 +183,23 @@ Should you need to reschedule, please @ mention the EBA to the CEO in the `#eba-
 
 The CoS to the CEO creates a Google Doc for E-Group alignment and shares initial suggestions with the CEO. The CEO and CoS to the CEO discuss and modify these initial suggestions. This document is shared with E-Group in the [E-Group Weekly](/handbook/e-group-weekly/) which is **five weeks** before the start of the coming quarter. E-Group is encouraged to offer feedback in the E-Group Weekly, directly within the Google Doc, or in meetings with the CEO or CoST.
 
-**Four Mondays** before the start of the quarter, the CoS to the CEO will share the CEO OKRs draft with E-Group.
+**Four Mondays** before the start of the quarter, the CoS to the CEO will share the company OKRs draft with E-Group.
 
-CEO OKRs may continue to be refined in the lead up to the coming quarter.
+Company OKRs may continue to be refined in the lead up to the coming quarter.
 
 ### Executives propose OKRs for their functions
 
-**Four Mondays** before the start of the fiscal quarter, in the days after the CEO shares OKRs with all of GitLab in the #okr channel, Executives propose OKRs for their functions in the OKR draft review meeting agenda. After this meeting, as OKRS are finalized, functional OKRs should be posted in GitLab. This should be noted through a Slack message in the #okrs channel. The CEO and Chief of Staff to the CEO should be @ mentioned. The CEO will confirm sign-off on objectives by commenting directly on them. While the CEO is the DRI, this responsibility may be delegated to the CoS to the CEO. The CoS to the CEO will also post CEO OKRs in GitLab.
+**Four Mondays** before the start of the fiscal quarter, in the days after the CEO shares OKRs with all of GitLab in the #okr channel, Executives propose OKRs for their functions in the OKR draft review meeting agenda. After this meeting, as OKRS are finalized, functional OKRs should be posted in GitLab. This should be noted through a Slack message in the #okrs channel. The CEO and Chief of Staff to the CEO should be @ mentioned. The CEO will confirm sign-off on objectives by commenting directly on them. While the CEO is the DRI, this responsibility may be delegated to the CoS to the CEO. The CoS to the CEO will also post company OKRs in GitLab.
 
 Each executive should aim for a maximum of 5 objectives. Each objective has between 0 and 3 key results. While OKRs are known for being ambitious or committed, we only have ambitious OKRs. When drafting the OKRs, executives should strive to have clear numerical targets. Teams within a function can have zero objectives and key results.
 
 Function objectives should cascade from one of the CEO's OKRs in GitLab.
 
-Executives should consider how their OKR efforts can have the greatest impact on the organization. Functions can have objectives under any of the three CEO OKRs. For example, the People Team could have an objective under the CEO's Net ARR OKR if it identified that a specific enablement activity was key to driving sales or the Sales Team could have an objective under the CEO's Great Teams OKR if it were focused on improving team diversity. Functions should not be pigeonholed into the CEO OKR that appears to be most directly related to the function.
+Executives should consider how their OKR efforts can have the greatest impact on the organization. Functions can have objectives under any of the three company OKRs. For example, the People Team could have an objective under the CEO's Net ARR OKR if it identified that a specific enablement activity was key to driving sales or the Sales Team could have an objective under the CEO's Great Teams OKR if it were focused on improving team diversity. Functions should not be pigeonholed into the company OKR that appears to be most directly related to the function.
 
 When ready for review or when changes to objectives or KRs are made, relevant objectives and KR links from GitLab should be shared in the #okrs channel in Slack and at-mention the Chief of Staff to the CEO and CEO. The CEO is responsible for OKR approvals, but may delegate this responsibility to the CoS to the CEO.
 
-See [How to Use GitLab for OKRs](/#how-to-use-gitlab-for-okrs) for how to create and align OKRs to CEO OKRs using GitLab.
+See [How to Use GitLab for OKRs](/#how-to-use-gitlab-for-okrs) for how to create and align OKRs to company OKRs using GitLab.
 
 ### OKR Draft Review Meeting
 
@@ -240,7 +240,7 @@ GitLab entries should include the following fields:
 
 ### The quarter begins
 
-The Chief of Staff to the CEO takes CEO OKRs and updates the OKR handbook page for the current quarter to be active. Each objective and KR should include the related GitLab link. The CoST for the CEO should also create the handbook page for the following quarter and document the OKR process timeline.
+The Chief of Staff to the CEO takes company OKRs and updates the OKR handbook page for the current quarter to be active. Each objective and KR should include the related GitLab link. The CoST for the CEO should also create the handbook page for the following quarter and document the OKR process timeline.
 
 The CoS to the CEO shares the handbook update MR in the #okr channel in Slack and @ mentioned e-group. .
 
@@ -286,7 +286,7 @@ To add new objectives in GitLab, follow the steps below:
     1. Add labels so objective is [searchable/filterable](#search-and-filter-okrs):
         1. Add `OKR` label.
         1. Add [division label](https://gitlab.com/gitlab-com/gitlab-OKRs/-/labels?subscribed=&search=division) to assign to the relevant division (i.e. Sales, Product, etc).
-            1. CEO OKRs are designated with a division::CEO scoped label.
+            1. Company OKRs are designated with a division::CEO scoped label.
         1. Only Product & Engineering cascade OKRs below division level, so for Product & Engineering OKRs, in addition to division labels, follow [stage labels](https://docs.gitlab.com/ee/development/labels/index.html#stage-labels) to add the Section/Stage/Group scoped labels to assign the OKR to the relevant parts of [Product Hierarchy](/handbook/product/categories/#hierarchy).
         1. Each part of hierarchy should have a label. For example, an OKR for a group would have a division label, a section label, a stage label, and a group label.
 1. Review the objective against the [SAFE Framework](/handbook/legal/safe-framework/) to ensure it is information that can be shared. Review to ensure that the objective should not be [limited access](/handbook/communication/confidentiality-levels/#internal). If the information is limited access, use code name if relevant or link to a supporting issue that is limited access.
@@ -295,7 +295,7 @@ To add new objectives in GitLab, follow the steps below:
 
 Each [Objective](#creating-objectives) will contain one or more sub-objectives or key results. Sub-objectives are only used to cascade OKR down a level in [organizational structure](https://about.gitlab.com/team/structure/#layers) while [Key Results are the measure](#what-are-okrs) which helps us understand if we’ve met our objective and can be cascaded down a level of organization structure to become an objective one level down. Key Results must be created as part of an Objective and cannot be created independent of an Objective since Key Results [should be linked](/handbook/company/okrs/#criteria-for-key-results:~:text=Linked%20%2D%20Be%20aligned%20to%20an%20Objective%20and%20be%20relevant%20to%20teams%20one%20level%20down%3B%20this%20alignment%20also%20allows%20KRs%20to%20easily%20roll%20down%20to%20become%20objectives%20one%20level%20down.) to an Objective.
 
-Since [Key Results are the measure](#what-are-okrs) that helps us understand if we’ve met our Objective, Key Results are aligned to the same, single layer of the [organizational structure](https://about.gitlab.com/team/structure/#layers) as their parent Objective and not a Key Result for multiple layers of organizational structure. However, Key Results can be cascaded down from this single organizational structure layer by becoming Objectives in the next organizational level down - see [Cascading OKRs](#cascading-okrs-and-how-to-align-division-okrs-to-the-ceo-okrs).
+Since [Key Results are the measure](#what-are-okrs) that helps us understand if we’ve met our Objective, Key Results are aligned to the same, single layer of the [organizational structure](https://about.gitlab.com/team/structure/#layers) as their parent Objective and not a Key Result for multiple layers of organizational structure. However, Key Results can be cascaded down from this single organizational structure layer by becoming Objectives in the next organizational level down - see [Cascading OKRs](#cascading-okrs-and-how-to-align-division-okrs-to-the-company-okrs).
 
 To add new key results in GitLab, follow the steps below:
 
@@ -308,7 +308,7 @@ To add new key results in GitLab, follow the steps below:
     1. Identify the quarter for the key result and set the start date as the first date of that quarter and set the due date to the last day of that quarter.
     1. Add labels so that KR is [searchable/filterable](#search-and-filter-okrs):
         1. Add `OKR` label.
-        1. Add [division label](https://gitlab.com/gitlab-com/gitlab-OKRs/-/labels?subscribed=&search=division) to assign to the relevant division (i.e. Sales, Product, etc). CEO OKRs are designated with a `division::CEO` scoped label.
+        1. Add [division label](https://gitlab.com/gitlab-com/gitlab-OKRs/-/labels?subscribed=&search=division) to assign to the relevant division (i.e. Sales, Product, etc). Company OKRs are designated with a `division::CEO` scoped label.
         1. Only Product & Engineering cascade OKRs below division level. For Product & Engineering OKRs, in addition to division labels, follow [stage labels](https://docs.gitlab.com/ee/development/labels/index.html#stage-labels) to add the Section/Stage/Group scoped labels to assign the OKR to the relevant parts of [Product Hierarchy](/handbook/product/categories/#hierarchy).
         1. Each part of hierarchy should have a label. For example, an OKR for a group would have a division label, a section label, a stage label, and a group label.
 1. Review the key result against the [SAFE Framework](/handbook/legal/safe-framework/) to ensure it is information that can be shared. Review to ensure that information should not be [limited access](/handbook/communication/confidentiality-levels/#internal). If the information is limited access, use code name if relevant or link to a supporting issue that is limited access.
@@ -319,14 +319,14 @@ Watch this video for a demo on how to create objectives and key results:
 
 {{< youtube "QmOM7J0Tu0o" >}}
 
-### Cascading OKRs and how to Align Division OKRs to the CEO OKRs
+### Cascading OKRs and how to Align Division OKRs to the company OKRs
 
-Cascading is the process by which top-level CEO OKRs cascade down from company-level to division, department, team, and sometimes individual level.
+Cascading is the process by which top-level company OKRs cascade down from company-level to division, department, team, and sometimes individual level.
 The OKRs that are directly aligned with CEO KRs should be tied to the CEO KRs in such a way as to allow scoring.
 
 At GitLab, we typically create OKRs at each level where some OKRs align with the levels above, but not all.
 
-Based on the current methodology and feature set in the product, there are two ways to align OKRs to CEO OKRs:
+Based on the current methodology and feature set in the product, there are two ways to align OKRs to company OKRs:
 
 1. [Add relevant OKRs as related items](#method-1-add-relevant-okrs-as-related-items). Most of the time, this is what teams use.
 1. [Have all relevant OKRs as children of a CEO KR](#method-2-add-all-okrs-as-children-of-ceo-kr).
@@ -337,7 +337,7 @@ In the future, when [manual scoring is available](https://gitlab.com/gitlab-org/
 
 If an OKR is related, but does not score towards the CEO KR, edit the description to add a note.
 
-#### Creating CEO OKRs
+#### Creating company OKRs
 
 To allow for division, department, or team objectives to be added as child objectives or KRs, the CEO key results should be created as an objective, not as a key result, as GitLab functionality doesn’t allow for a KR to have child OKRs.
 
@@ -346,7 +346,7 @@ The Chief of Staff Team to the CEO does the following:
 1. Create the CEO objective.
 1. Create the CEO key results as child objectives of the CEO objective.
 
-Once CEO OKRs are created, other divisions and departments following one of the two methods *for team OKRs that score towards CEO OKRs*.
+Once company OKRs are created, other divisions and departments following one of the two methods *for team OKRs that score towards company OKRs*.
 
 #### Method 1: Add relevant OKRs as related items
 
@@ -359,7 +359,7 @@ To indicate that a division KR should also show progress of a CEO KR, add the di
 1. Find (enter text to filter) and select 1 or more objective(s) or KR(s) that should score to the CEO KR.
 1. Click **Add** to add the selected OKR(s).
 
-Do this for all OKRs that contribute to CEO OKRs.
+Do this for all OKRs that contribute to company OKRs.
 However, be careful not to link an OKR to multiple CEO KRs.
 
 When this method is used, the Chief of Staff Team to the CEO will update the score manually based on the scoring of all related items.
@@ -392,7 +392,7 @@ To add the division OKRs as children of the relevant CEO KR:
 1. If applicable, add the team key results as children inside of the team objective.
 1. Ensure they have an assignee, labels, etc. [following guidelines on Creating Key Results](#creating-key-results).
 
-A hypothetical example where division OKRs score directly to a CEO OKR:
+A hypothetical example where division OKRs score directly to a company OKR:
 
 1. CEO Objective: Retain and grow top talent -- automatically scores from KRs including KR1
    1. KR 1: Have 10% of managers enrolled in leadership program -- automatically scores from child OKRs
@@ -427,7 +427,7 @@ During Key Reviews, teams should include material that covers [key OKR progress
 
 The first Key Review of the following quarter should offer a clear scoring for each KR.
 
-CEO OKR progress will be shared in the first week of the month in the  following slack channels: [#ceo](https://gitlab.slack.com/archives/C3MAZRM8W); [#okrs](https://gitlab.slack.com/archives/C7957GG4B); [#e-group](https://gitlab.slack.com/archives/C5W3VS1C4); [#whats-happening-at-gitlab](https://gitlab.slack.com/archives/C0259241C).
+Company OKR progress will be shared in the first week of the month in the  following slack channels: [#ceo](https://gitlab.slack.com/archives/C3MAZRM8W); [#okrs](https://gitlab.slack.com/archives/C7957GG4B); [#e-group](https://gitlab.slack.com/archives/C5W3VS1C4); [#whats-happening-at-gitlab](https://gitlab.slack.com/archives/C0259241C).
 
 ## Scoring OKRs
 

content/handbook/company/okrs/fy23-q2.md

@@ -22,7 +22,7 @@ The by-the-book schedule for the OKR timeline would be
 
 ## OKRs
 
-Ally.io is the source of truth for CEO OKRs: https://app.ally.io/teams/40502/objectives?tab=0&time_period_id=155985&viewId=210525. Since Ally.io is an internal only tool, public facing CEO OKRs are copied from Ally.io into the public handbook.
+Ally.io is the source of truth for company OKRs: https://app.ally.io/teams/40502/objectives?tab=0&time_period_id=155985&viewId=210525. Since Ally.io is an internal only tool, public facing company OKRs are copied from Ally.io into the public handbook.
 
 ### 1. CEO: Increase ARR
 

content/handbook/company/okrs/fy23-q3.md

@@ -6,7 +6,7 @@ canonical_path: "/company/okrs/fy23-q3/"
 
 This [fiscal quarter](/handbook/finance/#fiscal-year) will run from August 1, 2022 to October 31, 2022.
 
-Please note that [Ally.io](https://app.ally.io/) is the single source of truth for OKRs during the quarter. CEO OKRs should map to the CEO OKRs in Ally.io to the degree that all imformation on this page is public and what is in Ally.io can include internal only information.
+Please note that [Ally.io](https://app.ally.io/) is the single source of truth for OKRs during the quarter. Company OKRs should map to the company OKRs in Ally.io to the degree that all imformation on this page is public and what is in Ally.io can include internal only information.
 
 ## OKR Schedule
 
@@ -25,7 +25,7 @@ The by-the-book schedule for the OKR timeline would be:
 
 ## OKRs
 
-Ally.io is the source of truth for CEO OKRs: https://app.ally.io/teams. Since Ally.io is an internal only tool, public facing CEO OKRs are copied from Ally.io into the public handbook.
+Ally.io is the source of truth for company OKRs: https://app.ally.io/teams. Since Ally.io is an internal only tool, public facing company OKRs are copied from Ally.io into the public handbook.
 
 ### 1. CEO: Increase ARR
 

content/handbook/company/okrs/fy23-q4.md

@@ -6,7 +6,7 @@ canonical_path: "/company/okrs/fy23-q4/"
 
 This [fiscal quarter](/handbook/finance/#fiscal-year) will run from November 1, 2022 to January 31, 2023.
 
-Please note that [Ally.io](https://app.ally.io/) is the single source of truth for OKRs during the quarter. CEO OKRs should map to the CEO OKRs in Ally.io to the degree that all imformation on this page is public and what is in Ally.io can include internal only information.
+Please note that [Ally.io](https://app.ally.io/) is the single source of truth for OKRs during the quarter. Company OKRs should map to the company OKRs in Ally.io to the degree that all imformation on this page is public and what is in Ally.io can include internal only information.
 
 ## OKR Schedule
 

content/handbook/company/okrs/fy25-q1.md

@@ -13,7 +13,7 @@ The source of truth for FY25-Q1 OKRs will be in GitLab.
 | OKR schedule | Week of | Task |
 | ------ | ------ | ------ |
 | -3 | 2024-01-08 | E-Group reviews draft quarterly OKRs for Yearlies |
-| -3 | 2024-01-08 | CEO makes any desired modifications to draft quarterly CEO OKRs and shares them in the next week's E-Group Weekly agenda |
+| -3 | 2024-01-08 | CEO makes any desired modifications to draft quarterly company OKRs and shares them in the next week's E-Group Weekly agenda |
 | -2 | 2024-01-15| CEO shares top goals in E-Group Weekly and #okrs Slack channel |
 | -1 | 2024-01-29 | E-Group propose OKRs for their functions in the E-Group Weekly Meeting |
 | -1 | 2024-01-29 | CEO top goals available in GitLab |

content/handbook/company/okrs/fy25-q2.md

@@ -13,7 +13,7 @@ The source of truth for FY25-Q1 OKRs will be in GitLab.
 | OKR schedule | Week of | Task |
 | ------ | ------ | ------ |
 | -5 | 2024-03-25 | E-Group reviews draft quarterly OKRs for Yearlies |
-| -4 | 2024-04-01 | CEO makes any desired modifications to draft quarterly CEO OKRs and shares them in the next week's E-Group Weekly agenda |
+| -4 | 2024-04-01 | CEO makes any desired modifications to draft quarterly company OKRs and shares them in the next week's E-Group Weekly agenda |
 | -4 | 2024-04-01| CEO shares top goals in E-Group Weekly and #okrs Slack channel |
 | -3 | 2024-04-08 | CEO top goals available in GitLab |
 | -2 | 2024-04-15 | E-Group propose OKRs for their functions in the E-Group Weekly Meeting |

content/handbook/company/working-groups/globalization.md

@@ -23,7 +23,7 @@ This Working Group has the following exit criteria:
 1. Align on top 5 priority countries with most business impact for FY24
 1. Determine DRI to operationalize on-going globalization program and playbook
 
-## FY23 Q3 CEO OKR:
+## FY23 Q3 company OKR:
 
 Deliver cross-functional revenue globalization priority frameworks and committed departmental action plans for top 5 countries.
 

content/handbook/engineering/okrs.md

@@ -19,7 +19,7 @@ All of our past OKRs are available to the public [HERE](https://drive.google.com
 
 ## Active OKRs FY24-Q2
 
-The source of truth for GitLab OKRs and KRs is [GitLab](https://gitlab.com/gitlab-com/gitlab-OKRs/-/issues/?sort=due_date&state=opened&assignee_username%5B%5D=joergheilig&label_name%5B%5D=OKR&milestone_title=FY24-Q2&first_page_size=50). CTO objectives and KRs are aligned to CEO OKRs on [this page](/handbook/company/okrs/fy24-q2/).
+The source of truth for GitLab OKRs and KRs is [GitLab](https://gitlab.com/gitlab-com/gitlab-OKRs/-/issues/?sort=due_date&state=opened&assignee_username%5B%5D=joergheilig&label_name%5B%5D=OKR&milestone_title=FY24-Q2&first_page_size=50). CTO objectives and KRs are aligned to company OKRs on [this page](/handbook/company/okrs/fy24-q2/).
 
 
 ### 1. CTO: [Continue to win against GitHub with AI in all we do](https://gitlab.com/gitlab-com/gitlab-OKRs/-/work_items/2231)
@@ -69,7 +69,7 @@ We sometimes have Engineering OKRs that require assistance from Product to ensur
 
 As a result, Engineering will begin communicating with Product **6 weeks before the start of the quarter** regarding any possible upcoming OKRs that need scheduling assistance from PMs. The goal is at **4 weeks before the start of the quarter** Engineering will confirm alignment with Product on shared OKRs. See the [Product OKR timeline](/handbook/product/product-okrs/) for more details. There is no set number for joint OKRs, and should not be a large proportion of Engineering OKRs in any quarter.
 
-As this is earlier than the typical company timeline for OKRs, the exact timeline may shift depending on the [CEO OKR timeline](/handbook/company/okrs/#okr-process-at-gitlab), and drafting should begin based on top business need including [top initiatives](/handbook/company/top-cross-functional-initiatives/), [3 year strategy](/handbook/company/strategy/#three-year-strategy), and especially [FY direction](https://about.gitlab.com/direction/).
+As this is earlier than the typical company timeline for OKRs, the exact timeline may shift depending on the [company OKR timeline](/handbook/company/okrs/#okr-process-at-gitlab), and drafting should begin based on top business need including [top initiatives](/handbook/company/top-cross-functional-initiatives/), [3 year strategy](/handbook/company/strategy/#three-year-strategy), and especially [FY direction](https://about.gitlab.com/direction/).
 
 ## OKR Kickoff
 
@@ -129,7 +129,7 @@ If an objective or key result needs to be changed to the other type, you will ne
 To ensure scoring is updated correctly, all OKRs that are CTO aligned should be children of the CTO-level OKRs.
 The Department OKRs directly aligned to the CTO-level OKRs must be updated manually or automatically from its children.
 
-If your department has OKRs that are aligned to *CEO OKRs* that are not CTO aligned, follow the guidelines in this section, then [CEO alignment](/handbook/company/okrs/#how-to-align-division-okrs-to-the-ceo-okrs).
+If your department has OKRs that are aligned to *company OKRs* that are not CTO aligned, follow the guidelines in this section, then [CEO alignment](/handbook/company/okrs/#how-to-align-division-okrs-to-the-ceo-okrs).
 
 Using a hypothetical example:
 

content/handbook/marketing/_index.md

@@ -40,7 +40,7 @@ Value-driven Marketing Team
 
 How we work as one team aligns with the [GitLab Values](/handbook/values/).
 
-**Results** - The team measures success together along the customer journey. Each quarter, we align CMO OKRs based on company goals set in the CEO OKRs. This helps us stay aligned with company-level goals while also understanding if what we are doing quarter over quarter is moving the needle on our marquee metrics along the customer journey. Being data-driven as a team is essential for team success.
+**Results** - The team measures success together along the customer journey. Each quarter, we align CMO OKRs based on company goals set in the company OKRs. This helps us stay aligned with company-level goals while also understanding if what we are doing quarter over quarter is moving the needle on our marquee metrics along the customer journey. Being data-driven as a team is essential for team success.
 
 **Iteration** - Like the rest of the company, we aspire to be agile and experimental where possible.  In every area possible, we roll out campaigns, brand updates, messaging, etc. in small iterations, measure the success, and take next steps accordingly.
 
@@ -200,7 +200,7 @@ We use Slack internally as a communication tool. The Marketing channels are as f
 
 Automated channels with feeds from different sources:
 
-- `#developer-evangelism-updates`: [Zapier workflows](/handbook/marketing/developer-relations/workflows-tools/zapier/) automatically post GitLab blog posts, Developer Relations social shares, competitive insights, Common Room updates, etc. 
+- `#developer-evangelism-updates`: [Zapier workflows](/handbook/marketing/developer-relations/workflows-tools/zapier/) automatically post GitLab blog posts, Developer Relations social shares, competitive insights, Common Room updates, etc.
 - `hn-mentions`: Hacker News post feed, automated with [Zapier](/handbook/marketing/developer-relations/workflows-tools/zapier/) and maintained by the Developer Relations team.
 - `social_media_posts`: Automated social media post feed.
 
@@ -351,7 +351,7 @@ FY25 All-Marketing SSoT Calendar
 <a id="fy25-calendar"></a>
 <!-- DO NOT CHANGE ANCHOR -->
 
-The marketing team utilizes a [single all-marketing calendar](https://internal.gitlab.com/handbook/marketing/#fy25-ssot-marketing-calendar) where everyone can contribute, and we can answer key questions (using pre-set filter views) related to upcoming marketing plans. Note: this calendar links to our internal handbook page. 
+The marketing team utilizes a [single all-marketing calendar](https://internal.gitlab.com/handbook/marketing/#fy25-ssot-marketing-calendar) where everyone can contribute, and we can answer key questions (using pre-set filter views) related to upcoming marketing plans. Note: this calendar links to our internal handbook page.
 
 Please do not filter the entire doc. Instead, you may use pre-set filter views (click down arrow selector next to the filter icon on the bookmark bar) to see activities grouped by GTM Motion, segment, region, team, language, and more.
 
@@ -430,5 +430,5 @@ This front page of the Marketing Handbook is intended to serve as the external f
 [Growth]: /handbook/marketing/growth/
 
 [Product Handbook]: /handbook/product
-[Technical writing]: /handbook/product/ux/technical-writing/ 
+[Technical writing]: /handbook/product/ux/technical-writing/
 

content/handbook/marketing/developer-relations/_index.md

@@ -7,7 +7,7 @@ twitter_image: '/images/tweets/handbook-marketing.png'
 <i class="fas fa-bullhorn fa-fw color-orange font-awesome"></i> Welcome to the GitLab Developer Relations Handbook
 {.h1}
 
-## <i class="fa-regular fa-lightbulb"></i> What is DevRel? 
+## <i class="fa-regular fa-lightbulb"></i> What is DevRel?
 
 Developer Relations (short: DevRel) operates at the intersection of technology, community, and advocacy, serving as the voice and ears of GitLab in the wider tech world. Their core mission revolves around nurturing and sustaining a vibrant, engaged community of developers, contributors, and users. This involves a multifaceted approach that includes creating educational content, organizing events and workshops, developing programs, and providing platforms for knowledge exchange and collaboration. The team not only focuses on promoting GitLab's features and capabilities but also actively listens to and incorporates feedback from the community to inform product development and improvements.
 
@@ -142,7 +142,7 @@ Every quarter, we work on [team Objectives and Key Results (OKRs)](https://gitla
 
 OKRs we seek to align with:
 
-- [CEO OKRs](/handbook/company/okrs/#most-recent-okrs)
+- [company OKRs](/handbook/company/okrs/#most-recent-okrs)
 - [Marketing OKRs](/handbook/marketing/#marketing-okrs)
 
 #### DRI Responsibilities

content/teamops/measurement-clarity.md

@@ -34,7 +34,7 @@ Crucially, under TeamOps every functional department shares its KPIs transparent
 {{% details summary="Examples and resources for transparent measurements" %}}
 **Example:** [Chief Executive Officer OKR and KPIs](/handbook/company/okrs/fy23-q3/)
 
-In Q3-FY23 at GitLab, a CEO OKR was [Improve user and wider-community engagement](/handbook/company/okrs/fy23-q3/). This is the *initiative* to improve a series of KPIs, a subset of which are documented below:
+In Q3-FY23 at GitLab, a company OKR was [Improve user and wider-community engagement](/handbook/company/okrs/fy23-q3/). This is the *initiative* to improve a series of KPIs, a subset of which are documented below:
 
 1. Evolve the resident contributor strategy by conducting 5 customer conversations with current “resident contributors” in seat
 1. Certify 1,000 team members and 10,000 wider-community members in TeamOps