2. Michael Maretzke
COO gutefrage.net
… and running
agile-minds.com
Get in touch:
Twitter: @mmaretzke
e-Mail: michael@agile-minds.com

3. OKRs push us far beyond our
comfort zones.
They lead us to achievements on
the border between abilities and
dreams.
„Measure What Matters“, John Doerr

4. John Doerr
Andy Grove
1999
OKRs
„data driven goal hunting“
quantify instead of quality

5. Objectives & Key Results
a framework to
– set and align goals
– measure achievement

6. Characteristics
Objective
– is ambitious
– feels uncomfortable (if not, it‘s too small)
Key Results
– clearly make the objective achievable
– are quantifiable
– lead to objective grading

7. Benefits of OKRs
●
most important topics surface -
transparency
●
focus effort – keep organization in sync
●
accurate communication – importance
clear to everybody
●
measure progress – quantify, not qualify

8. OKRs – How?
corporate objectives
department objectives
team objectives
individual objectives
one-on-one
develop / negotiate key results
&
monitor individual progress
staff meetings
group of people
develop / negotiate objectives
&
evaluate group performance

9. Who? What? When?
Strategy - year
Tactics - quarter
Operations - bi-weekly
All-Hands C-Level Department
Heads
Team Leads Team Members
Planning of priorities
Sprint planning
Review, Retro,
Status E-Mail, Celebration
Review,
Retro,
Celebration
OKR
discussion &
agreement
Strategy
discussion &
agreement

10. Basics
●
max. 5 Objectives with 4 Key Results
●
60% of objectives bottom-up
●
all must mutually agree – no dictating
●
don‘t connect performance eval with OKR
●
60-70% achieved? GOOD
●
40% and less? 100%? BAD

11. Where do OKR‘s live?
values
purpose
vision
mission
mid term
objectives
key results
forever
management
5-10 years
3-5 years
1 year
quarter

12. OKRs are ...
●
set quarterly and annually (… but not in stone)
●
measurable
●
set at personal, team and company level
●
publicly available to the entire company
●
graded each quarter

13. Grading
●
average of KR-achievements (no weighting or fancy calculation
stuff) indication of progress→
●
0.6-0.7 is target
●
company wide scoring reinforces commitment
●
low grades reassess: worth doing? what will→
we do differently to achieve goals? objectives
still valid?

14. Who scores?
●
individual scores own achievement and makes
it public
●
OKR owner explains grade and adjustments
for next quarter on team / department level
in public meeting
●
CEO grades the whole company in public
meeting

15. Example for Personal OKR
O: Launch next major version of company‘s main product 0,7
KR: 1) Get 10.000 new registrations 0,6
2) Get published product reviews in three industry relevant
publications
0,6
3) Achieve sign-up to trial ratio of over 25% 0,8
4) Finalize product document for Ad Network & secure
engineering allocation to build in next quarter
0,9

16. Example for Team OKR
O: Support marketing and sales with design deliverables 0,5
KR: 1) 12 infographics and slide sets 0,75
2) 1 special campaign marketing minisite 0,0
3) 10 product & support PDF documents 0,8
4) 2 PDF e-books, white papers or case studies 0,5

17. Example for Company OKR
O: Extend company‘s positioning throughout the E-Car-Sharing
value chain
0,5
KR: 1) 80% of our E-Cars shall be juiced by ourselves at a cost
decrease of 10%
0,5
2) Decrease repair time from 5 days to 1 day for 80% of E-Cars 0,3
3) Conduct repairs by ourselves for 60% of defects 0,8
4) Increase Net Promoter Score from 80% to 90% 0,5

18. OKR‘s
are just
one
piece in
a ways
bigger
picture.
https://flickr.com/photos/ofernandezberrios/2719757761
„Don‘t crash your organization.“ (Marty Cagan, SVPG)
„Don‘t link financial compensation to OKRs -
NEVER.“ (Marty Cagan, SVPG)
„OKRs aren‘t going to compensate
for your culture.“ (Ken Norton, Google)
„Setting OKRs surfaces organizational
problems – deal with them.“ (Ken Norton, Google)

19. Q&A