![“[OKR] should be just one
input used to determine how
well an individual is doing.”
High Output Management, Andy
Grove](https://image.slidesharecdn.com/lpwhatisokren20170306-170307003021/75/What-is-OKR-44-2048.jpg)
Uploaded byFelipe Castro
What is OKR?
OKR, or Objectives and Key Results, is a goal-setting framework designed to create alignment and engagement around measurable goals, typically reset quarterly. It emphasizes setting engaging, measurable objectives, and incorporates a blend of bottom-up and top-down approaches for goal creation, promoting transparency and regular tracking. Notable advocates include John Doerr, who highlights the importance of defining clear objectives and measurement criteria to assess progress.
In this document
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Introduction to OKR, its background, purpose, and adoption by major companies like Google.
Overview of John Doerr, his formula for goals, and the importance of measuring objectives.
Key components of OKRs, including Objectives and Key Results, and an example of customer engagement.
The need for engaging and fun goal setting that aligns with company culture.
Discussion on value-based and activity-based Key Results, focusing on outcomes over activities.
The importance of transparency in OKRs and regular tracking ceremonies for accountability.
Different strategies and cadences for OKR implementation, including moonshots and roofshots.
The idea of separating performance goals from rewards to encourage ambitious goal setting.
Call to action for exploring more about OKRs via provided resources.
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What is OKR?
- 1.
- 2. How Silicon Valley setsgoals?
- 3. OKR: Objectives and KeyResults
- 4. @meetfelipe OKR is agoal setting framework used in Silicon Valley. It is a simple system to create alignment and engagement around measurable and dynamic goals, usually reset every quarter.
- 5.
- 6. @meetfelipe Agile Goals 1Instead ofannual static goals, OKR uses shorter planning cycles, usually quarterly.
- 7. @meetfelipe Simplicity 2 To enable frequentgoal setting, OKR is simple and lightweight. Set goals in days instead of months.
- 8.
- 9. @meetfelipe from 40 to +60.000 Enabledthe company to scale
- 10. @meetfelipe from 40 to +60.000 Enabledthe company to scale OKR is used both by small teams and large enterprises.
- 11. Who is usingOKR?
- 12.
- 13. •John Doerr isone of the most successful venture capitalists of all time, having invested in Amazon and Google. •Doerr, who worked at Intel and introduced Google to OKR, has a simple formula for setting goals: John Doerr
- 14. Doerr’s Goal Formula Iwill ____ as measured by ______
- 15. Doerr’s Goal Formula Iwill ____ as measured by ______ A goal has to describe both what you want to achieve and how you are going to measure its achievement.
- 16. @meetfelipe Measurement A measurement cultureis an integral part of OKR
- 17. Doerr’s Goal Formula Iwill (Objective) as measured by (this set of Key Results)
- 18. Doerr’s Goal Formula Iwill (Objective) as measured by (this set of Key Results) OKR has two components, the Objective (What we want to achieve) e a set of Key Results (How will we know if we are getting there).
- 19. OKR: Components 2.Key Results:How are we going to measure our progress? •2-5 per Objective. •Quantitative & Mensurable. 1.Objective: An inspirational and memorable qualitative description of what we want to achieve. •Short. •Fits the team’s culture - Don’t have to be boring.
- 20. •Increase Net PromoterScore to 52%. •Reduce revenue churn to 1%. •Increase average weekly visits to 3.3 per active user. •Increase non paid (organic) traffic to 80%. •Increase engagement (users that complete a full profile) to 75%. Objective: Delight our customers OKR: Example Key Results:
- 21. @meetfelipe Engaging Objectives Goals don’thave to be boring. 3
- 22. @meetfelipe Objectives should beengaging and fun. They can be informal, using slangs, jokes, and even profanity – whatever fits the company culture.
- 23.
- 24. @meetfelipe Give sleepy users ashot of Red Bull
- 25.
- 26. Two main typesof Key Results: Value-basedActivity-based
- 27. Value-based Key Results Measurethe delivery of value to the organization or the customer.
- 28. Focus on thedestination, not on the means to get there.
- 29. Separate OKRs fromactivities •Objective: What we want to achieve. •Key Results: How are we going to measure our progress? •Initiatives: What we are going to do to reach our objective: projects, tasks, activities…
- 30. Transparency OKRs should bepublic. Everyone has access to everyone else’s OKRs and current results. 4
- 31. 5Regular ceremonies fortracking results. Check-ins
- 32. Check-ins •Regular ceremonies for trackingresults. •OKRs vs putting out fires. •Focused on improving results and not on giving excuses.
- 33. Nested Cadences Strategy, tacticsand operations move at different speeds. 6
- 34. @meetfelipe Strategy and tacticshave different natural tempos, as the latter tends to change much faster. To solve this, OKR adopts different cadences:
- 35. Tactical shorter-term OKRsfor the teams High level strategic OKRs for the company Regular check-ins for follow-through
- 36. @meetfelipe Bidirectional Goal Setting 60%of the OKRs are created bottom-up. 7
- 37. @meetfelipe Instead of usingthe traditional top-down cascading, OKR uses a market-based approach that is simultaneously bottom-up and top-down.
- 38.
- 39. Moonshots 8 Bold, ambitiousgoals that make the team rethink the way they work
- 40. “Moonshots” vs “Roofshots” •StretchGoals •Just beyond the threshold of what seems possible. •Success means achieving 60-70% •Goals that are hard but achievable. •Success means achieving 100%
- 41. “Moonshots” vs “Roofshots” •StretchGoals •Just beyond the threshold of what seems possible. •Success means achieving 60-70% •Goals that are hard but achievable. •Success means achieving 100% Start here
- 42. Leave the Moonshotsfor later
- 43. Decoupling Rewards 9 Separating goals fromsalary and promotions to incentivize challenging goals.
- 44. “[OKR] should bejust one input used to determine how well an individual is doing.” High Output Management, Andy Grove
- 45. Learn more aboutOKR OKR Guide leanperformance.com/en/okr