{"id":10191,"date":"2026-04-19T18:08:55","date_gmt":"2026-04-19T12:38:55","guid":{"rendered":"https:\/\/cataligent.in\/blog\/uncategorized\/how-okr-plan-works-in-planned-vs-actual-control\/"},"modified":"2026-06-12T05:29:07","modified_gmt":"2026-06-12T12:29:07","slug":"how-okr-plan-works-in-planned-vs-actual-control","status":"publish","type":"post","link":"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/","title":{"rendered":"How OKR Plan Works in Planned-vs-Actual Control"},"content":{"rendered":"

How OKR Plan Works in Planned-vs-Actual Control<\/h1>\n

An OKR plan creates focus, but planned versus actual control determines whether that focus turns into measurable execution. The risk for leadership is that objectives and key results become a communication layer while the real work, budgets, dependencies, approvals, and value tracking remain scattered. An OKR plan works best when it is connected to the initiatives and governance routines that move the organization from target setting to delivery.<\/p>\n

For strategy execution leaders, PMOs, CFO teams, and consulting firms, OKRs should not sit outside execution control. They should help leaders see which objectives are on track, which initiatives support them, which key results are moving, and where actual performance is diverging from plan.<\/p>\n

OKRs define direction, but control comes from execution linkage<\/h2>\n

Objectives express what the organization wants to achieve. Key results define measurable signals of progress. That is useful, but it is not enough for operational control. A key result may say that customer retention should improve, cost should reduce, revenue should increase, or cycle time should fall. The leadership question is: which initiatives will deliver that result, who owns them, and how will actual performance be validated?<\/p>\n

A strong OKR plan connects objectives to accountable work. For example, an objective to improve margin may connect to procurement savings, pricing governance, product mix changes, and capacity utilization measures. Each measure needs an owner, sponsor, finance reviewer, baseline, target value, forecast value, actual value, risks, dependencies, and reporting cadence.<\/p>\n

Without this connection, OKRs can become a goal management exercise rather than an execution system. Teams update confidence scores, but leaders still need separate spreadsheets to understand what is actually happening.<\/p>\n

Planned versus actual control makes OKRs operational<\/h2>\n

Planned versus actual control compares what the organization expected with what is happening. In an OKR context, this should apply to key result values, initiative milestones, financial effects, resource use, and timing. It should also show whether changes in the work are affecting the expected business outcome.<\/p>\n

Practical examples include a planned key result of reducing processing time by 20 percent compared with actual improvement of 8 percent, a planned savings target of 5 crore compared with actual validated savings of 2 crore, a planned rollout to five regions compared with actual rollout in three, or a planned adoption rate of 80 percent compared with actual usage of 52 percent. These comparisons make OKRs part of management control.<\/p>\n

For consulting firms, planned versus actual control is also useful in client steering committees. It allows the discussion to move from whether teams are busy to whether the client’s strategic objectives are being delivered.<\/p>\n

Separate confidence from evidence<\/h2>\n

Many OKR programs use confidence ratings. Confidence can be useful, but it should not replace evidence. A team may feel confident while actual metrics are behind plan. Another team may report low confidence because one dependency is blocked, even though value delivery remains intact.<\/p>\n

Leaders should ask for evidence linked to each key result. Evidence may include actual cost reduction, customer conversion data, milestone completion proof, finance validated savings, process cycle time, resource usage, system adoption, or approved change requests. This evidence should be traceable and current.<\/p>\n

Good planned versus actual control also avoids hiding value risk behind a single status. Implementation progress and potential value should be tracked separately. An initiative can be green on execution but amber or red on expected value. That difference is critical for strategy execution.<\/p>\n

Build OKR reporting around decisions<\/h2>\n

OKR reports should help leaders make decisions. They should not only show a list of objectives and scores. The report should identify which key result is behind, why it is behind, which initiative or dependency is causing the gap, what decision is needed, and who owns the next action.<\/p>\n

A useful OKR reporting rhythm may include weekly team updates, monthly PMO or transformation office reviews, quarterly executive reviews, and finance validation where results have financial impact. Reports should show target, forecast, actual, status narrative, risks, dependencies, change requests, and decisions needed.<\/p>\n

Organizations often struggle when OKRs are managed in one tool and execution is managed elsewhere. The result is duplicated updates, inconsistent status, and leadership reports that need manual interpretation. Planned versus actual control works better when OKRs, initiatives, financial effects, and reporting are connected.<\/p>\n

How Cataligent Helps Through CAT4<\/h2>\n

Cataligent helps organizations connect OKR planning with governed execution through CAT4, its no code strategy execution platform. Cataligent supports the business design and configuration logic. CAT4 provides the platform structure for objectives, initiatives, measures, workflows, financial tracking, and reporting.<\/p>\n

For strategy teams working on business transformation<\/a>, CAT4 can connect objectives to portfolios, programs, projects, measure packages, and measures. Measures can include owners, sponsors, controllers, milestones, risks, dependencies, financial effects, and reporting context. This makes it possible to see whether an OKR is supported by real execution work.<\/p>\n

CAT4 supports planned versus actual tracking across milestones and financials. It also tracks Implementation Status and Potential Status separately, which is important when an objective appears active but value delivery is slipping. The Degree of Implementation model adds stage gate governance so measures move through Defined, Identified, Detailed, Decided, Implemented, and Closed stages with approval discipline.<\/p>\n

When OKRs involve cost reduction or benefit realization, Cataligent can also help teams connect the OKR plan to savings tracking<\/a>, forecast values, actual values, and controller backed closure through CAT4.<\/p>\n

What leaders should review in an OKR plan<\/h2>\n

Before relying on an OKR plan for performance management, leaders should test whether it can support operational control. Does each objective have measurable key results? Does each key result connect to accountable initiatives? Are target values, forecast values, and actual values visible? Are owners and sponsors clear? Are dependencies and risks tracked? Are financial effects validated by the right function?<\/p>\n

If these answers are unclear, the OKR plan may create alignment language but not execution control. The practical goal is not to make OKRs more complicated. It is to connect them to the work, approvals, evidence, and reporting needed to deliver strategic outcomes.<\/p>\n

FAQs<\/h2>\n

Q. How does an OKR plan support planned versus actual control?<\/h3>\n

A. An OKR plan supports planned versus actual control when key results are tied to target, forecast, and actual performance data. It also needs initiative ownership, evidence, approvals, and reporting cadence to show why performance is moving.<\/p>\n

Q. Why should OKRs be connected to initiatives?<\/h3>\n

A. Objectives and key results describe intent, but initiatives define the work that delivers the result. Connecting them helps leaders see whether progress is supported by real execution activity and accountable owners.<\/p>\n

Q. How can Cataligent help organizations manage OKRs through CAT4?<\/h3>\n

A. Cataligent helps organizations use CAT4 to connect objectives, initiatives, measures, workflows, financial impact, and reports. This gives leaders a governed view of planned versus actual performance across strategy execution.<\/p>\n","protected":false},"excerpt":{"rendered":"

How OKR Plan Works in Planned-vs-Actual Control An OKR plan creates focus, but planned versus actual control determines whether that focus turns into measurable execution. The risk for leadership is that objectives and key results become a communication layer while the real work, budgets, dependencies, approvals, and value tracking remain scattered. An OKR plan works […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2104],"tags":[2033,568,632,1739,2107,1967,2106,2105],"class_list":["post-10191","post","type-post","status-publish","format-standard","hentry","category-strategy-planning","tag-business-strategy","tag-cost-reduction-strategies","tag-cost-reduction-strategy","tag-digital-strategy","tag-planning","tag-strategic-decision-making","tag-strategic-planning","tag-strategy-planning"],"yoast_head":"\nHow OKR Plan Works in Planned-vs-Actual Control - Cataligent<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How OKR Plan Works in Planned-vs-Actual Control - Cataligent\" \/>\n<meta property=\"og:description\" content=\"How OKR Plan Works in Planned-vs-Actual Control An OKR plan creates focus, but planned versus actual control determines whether that focus turns into measurable execution. The risk for leadership is that objectives and key results become a communication layer while the real work, budgets, dependencies, approvals, and value tracking remain scattered. An OKR plan works […]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/\" \/>\n<meta property=\"og:site_name\" content=\"Cataligent\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/Cataligentstrategyimplementation\/\" \/>\n<meta property=\"article:published_time\" content=\"2026-04-19T12:38:55+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-06-12T12:29:07+00:00\" \/>\n<meta name=\"author\" content=\"cat_admin_usr\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@cataligentindia\" \/>\n<meta name=\"twitter:site\" content=\"@cataligentindia\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"cat_admin_usr\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"6 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/strategy-planning\\\/how-okr-plan-works-in-planned-vs-actual-control\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/strategy-planning\\\/how-okr-plan-works-in-planned-vs-actual-control\\\/\"},\"author\":{\"name\":\"cat_admin_usr\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/person\\\/649c37d6027e076e1e76bd18bac05756\"},\"headline\":\"How OKR Plan Works in Planned-vs-Actual Control\",\"datePublished\":\"2026-04-19T12:38:55+00:00\",\"dateModified\":\"2026-06-12T12:29:07+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/strategy-planning\\\/how-okr-plan-works-in-planned-vs-actual-control\\\/\"},\"wordCount\":1130,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#organization\"},\"keywords\":[\"Business Strategy\",\"Cost Reduction Strategies\",\"Cost Reduction Strategy\",\"Digital Strategy\",\"Planning\",\"Strategic Decision-Making\",\"Strategic Planning\",\"Strategy Planning\"],\"articleSection\":[\"Strategy Planning\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/cataligent.in\\\/blog\\\/strategy-planning\\\/how-okr-plan-works-in-planned-vs-actual-control\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/strategy-planning\\\/how-okr-plan-works-in-planned-vs-actual-control\\\/\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/strategy-planning\\\/how-okr-plan-works-in-planned-vs-actual-control\\\/\",\"name\":\"How OKR Plan Works in Planned-vs-Actual Control - Cataligent\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#website\"},\"datePublished\":\"2026-04-19T12:38:55+00:00\",\"dateModified\":\"2026-06-12T12:29:07+00:00\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/strategy-planning\\\/how-okr-plan-works-in-planned-vs-actual-control\\\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/cataligent.in\\\/blog\\\/strategy-planning\\\/how-okr-plan-works-in-planned-vs-actual-control\\\/\"]}]},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/strategy-planning\\\/how-okr-plan-works-in-planned-vs-actual-control\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"How OKR Plan Works in Planned-vs-Actual Control\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#website\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/\",\"name\":\"https:\\\/\\\/cataligent.in\\\/\",\"description\":\"Strategy Execution Tool for Cost Saving Program\",\"publisher\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#organization\"},\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"en-US\"},{\"@type\":\"Organization\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#organization\",\"name\":\"Cataligent Project Pvt. Ltd.\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/logo\\\/image\\\/\",\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/wp-content\\\/uploads\\\/2025\\\/01\\\/logoColored-1.png\",\"contentUrl\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/wp-content\\\/uploads\\\/2025\\\/01\\\/logoColored-1.png\",\"width\":296,\"height\":75,\"caption\":\"Cataligent Project Pvt. Ltd.\"},\"image\":{\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/logo\\\/image\\\/\"},\"sameAs\":[\"https:\\\/\\\/www.facebook.com\\\/Cataligentstrategyimplementation\\\/\",\"https:\\\/\\\/x.com\\\/cataligentindia\",\"https:\\\/\\\/www.linkedin.com\\\/company\\\/cataligentstrategy\\\/\",\"https:\\\/\\\/www.instagram.com\\\/cataligentindia\\\/\"]},{\"@type\":\"Person\",\"@id\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/#\\\/schema\\\/person\\\/649c37d6027e076e1e76bd18bac05756\",\"name\":\"cat_admin_usr\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g\",\"url\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g\",\"contentUrl\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g\",\"caption\":\"cat_admin_usr\"},\"sameAs\":[\"https:\\\/\\\/cataligent.in\\\/blog\"],\"url\":\"https:\\\/\\\/cataligent.in\\\/blog\\\/author\\\/cat_admin_usr\\\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"How OKR Plan Works in Planned-vs-Actual Control - Cataligent","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/","og_locale":"en_US","og_type":"article","og_title":"How OKR Plan Works in Planned-vs-Actual Control - Cataligent","og_description":"How OKR Plan Works in Planned-vs-Actual Control An OKR plan creates focus, but planned versus actual control determines whether that focus turns into measurable execution. The risk for leadership is that objectives and key results become a communication layer while the real work, budgets, dependencies, approvals, and value tracking remain scattered. An OKR plan works […]","og_url":"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/","og_site_name":"Cataligent","article_publisher":"https:\/\/www.facebook.com\/Cataligentstrategyimplementation\/","article_published_time":"2026-04-19T12:38:55+00:00","article_modified_time":"2026-06-12T12:29:07+00:00","author":"cat_admin_usr","twitter_card":"summary_large_image","twitter_creator":"@cataligentindia","twitter_site":"@cataligentindia","twitter_misc":{"Written by":"cat_admin_usr","Est. reading time":"6 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/#article","isPartOf":{"@id":"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/"},"author":{"name":"cat_admin_usr","@id":"https:\/\/cataligent.in\/blog\/#\/schema\/person\/649c37d6027e076e1e76bd18bac05756"},"headline":"How OKR Plan Works in Planned-vs-Actual Control","datePublished":"2026-04-19T12:38:55+00:00","dateModified":"2026-06-12T12:29:07+00:00","mainEntityOfPage":{"@id":"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/"},"wordCount":1130,"commentCount":0,"publisher":{"@id":"https:\/\/cataligent.in\/blog\/#organization"},"keywords":["Business Strategy","Cost Reduction Strategies","Cost Reduction Strategy","Digital Strategy","Planning","Strategic Decision-Making","Strategic Planning","Strategy Planning"],"articleSection":["Strategy Planning"],"inLanguage":"en-US","potentialAction":[{"@type":"CommentAction","name":"Comment","target":["https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/#respond"]}]},{"@type":"WebPage","@id":"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/","url":"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/","name":"How OKR Plan Works in Planned-vs-Actual Control - Cataligent","isPartOf":{"@id":"https:\/\/cataligent.in\/blog\/#website"},"datePublished":"2026-04-19T12:38:55+00:00","dateModified":"2026-06-12T12:29:07+00:00","breadcrumb":{"@id":"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/"]}]},{"@type":"BreadcrumbList","@id":"https:\/\/cataligent.in\/blog\/strategy-planning\/how-okr-plan-works-in-planned-vs-actual-control\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/cataligent.in\/blog\/"},{"@type":"ListItem","position":2,"name":"How OKR Plan Works in Planned-vs-Actual Control"}]},{"@type":"WebSite","@id":"https:\/\/cataligent.in\/blog\/#website","url":"https:\/\/cataligent.in\/blog\/","name":"https:\/\/cataligent.in\/","description":"Strategy Execution Tool for Cost Saving Program","publisher":{"@id":"https:\/\/cataligent.in\/blog\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/cataligent.in\/blog\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"},{"@type":"Organization","@id":"https:\/\/cataligent.in\/blog\/#organization","name":"Cataligent Project Pvt. Ltd.","url":"https:\/\/cataligent.in\/blog\/","logo":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/cataligent.in\/blog\/#\/schema\/logo\/image\/","url":"https:\/\/cataligent.in\/blog\/wp-content\/uploads\/2025\/01\/logoColored-1.png","contentUrl":"https:\/\/cataligent.in\/blog\/wp-content\/uploads\/2025\/01\/logoColored-1.png","width":296,"height":75,"caption":"Cataligent Project Pvt. Ltd."},"image":{"@id":"https:\/\/cataligent.in\/blog\/#\/schema\/logo\/image\/"},"sameAs":["https:\/\/www.facebook.com\/Cataligentstrategyimplementation\/","https:\/\/x.com\/cataligentindia","https:\/\/www.linkedin.com\/company\/cataligentstrategy\/","https:\/\/www.instagram.com\/cataligentindia\/"]},{"@type":"Person","@id":"https:\/\/cataligent.in\/blog\/#\/schema\/person\/649c37d6027e076e1e76bd18bac05756","name":"cat_admin_usr","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/secure.gravatar.com\/avatar\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g","url":"https:\/\/secure.gravatar.com\/avatar\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/5a61f472589fc237202ca132bc60e152f3e6a99196f2e24dcf2a5f01626f1b4a?s=96&d=mm&r=g","caption":"cat_admin_usr"},"sameAs":["https:\/\/cataligent.in\/blog"],"url":"https:\/\/cataligent.in\/blog\/author\/cat_admin_usr\/"}]}},"_links":{"self":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/posts\/10191","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/comments?post=10191"}],"version-history":[{"count":0,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/posts\/10191\/revisions"}],"wp:attachment":[{"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/media?parent=10191"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/categories?post=10191"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/cataligent.in\/blog\/wp-json\/wp\/v2\/tags?post=10191"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}