OKR Playbook v2.0.pptx
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This OKR playbook is the result of several years of OKR coaching. We offer this support to define, structure and communicate your OKR program within your organization. It helps you think through all aspects of setting up OKRs before deployment. We use it in our coaching as a support to define the OKR program with executives; as well as a communication support for the launch of the OKR program with the teams; finally as a reference manual for the whole organization.
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OKR Playbook v2.0.pptx
- 1. Powered with ♥ by RisingGoal.com, an OKR platform OKR PROGRAM PLAYBOOK V2.0
- 2. Powered with ♥ by RisingGoal.com, an OKR platform INTRODUCTION This OKR playbook is the result of several years of OKR coaching. We offer this support to define, structure and communicate your OKR program within your organization. It helps you think through all aspects of setting up OKRs before deployment. The OKR program is the organization-contextualized implementation of the OKR framework and their deployment in your organization. We use it in our coaching as a support to define the OKR program with executives; as well as a communication support for the launch of the OKR program with the teams; finally as a reference manual for the whole organization (see How to use this playbook ?). It is not intended to be a training material, which must be more complete, although it recalls certain fundamental points of the method. The success of OKRs is based on governance that gives a framework and a rhythm to the entire organization. That's what this manual is about. But success also depends on the quality of the OKRs, which are difficult to simply formalize in a document. Coaching takes all its interest here. The coach helps you define and implement your program. He is responsible for training and can lead your workshops. But above all, it provides a keen eye and feedback on your OKRs in order to improve their quality. For each slide, we provide additional information in the footnotes to understand why and how. It is a help to personalize this manual. And of course, we are interested in all your improvements so that everyone can benefit from them. Good use!
- 3. Powered with ♥ by RisingGoal.com, an OKR platform HOW TO USE THIS PLAYBOOK ? Kick off sponsor OKR program Kick off OKR teams End of OKR cycle Adaptation of the manual to the context of the company Communication support Update of the OKR program and best practices related to learning from the cycle that is ending OKR Program OKR Playbook
- 4. Powered with ♥ by RisingGoal.com, an OKR platform VERSION & CHANGELOG V2.1 : adaptation to your company It's your turn ! V2.0 11/15/2022 : Rising Goal initial version
- 5. Powered with ♥ by RisingGoal.com, an OKR platform AGENDA • Definition • Goals & benefits • Implementation strategy • Principles and commitments • Change management Set OKR program Set OKR governance Set OKRs
- 6. Powered with ♥ by RisingGoal.com, an OKR platform SET AND COMMUNICATE THE OKR FRAMEWORK For us, OKR is The OKR framework is a collaborative change management approach for executing the business strategy, in a process of continuous improvement. It is based on the management of ambitious measurable objectives, at all levels of the company. It creates alignment around the priorities of the organization and empowerment of the teams. It is a framework to be contextualized to our organization.
- 7. Powered with ♥ by RisingGoal.com, an OKR platform SET AND COMMUNICATE THE GOALS AND BENEFITS OF THE OKR PROGRAM Why are OKRs important to us? Why now? What are we trying to solve with OKRs? What are the expected benefits? Focus & involvement Alignment & collaboration Commitment & autonomy Tracking Stretching What are the challenges to overcome together? What are the problems we seek to solve? What are our ambitions prevented or slowed down by the current organization? How will this approach help us solve the problems cited? To meet our challenges?
- 8. Powered with ♥ by RisingGoal.com, an OKR platform SET AND COMMUNICATE THE OKR OF OUR OKR PROGRAM If we have to choose only one objective for our OKR program, what is it? What are the key results expected at the end of the annual cycle? What are the criteria for success? How do we know that the method helps us factually?
- 9. Powered with ♥ by RisingGoal.com, an OKR platform Preparatory phase 1 month Executive training Implementation strategy 1st tactical OKR cycle 3 months Mission and vision Strategy Strategic OKRs Tactical OKRs 2 & 3 tactical OKR cycles 2* 3 months Pilot teams training Mission review and team metrics Pilot teams tactical OKRs Executive tactical OKRs 4th tactical OKR cycle 3 months Ambassadors training Teams training Mission review and metrics Teams tactical OKRs Executive tactical OKRs OKR review Strategic cycle review OKR program review SET AND COMMUNICATE THE IMPLEMENTATION STRATEGY What is our deployment strategy? What is the scope of each OKR cycle enabling this strategy? Why ? Executive Pilot Roll-out Perimeter
- 10. Powered with ♥ by RisingGoal.com, an OKR platform We are committed to promoting • Feedback loops • A learning system Inspection and adaptation, with • Multidisciplinary and cooperative Autonomous teams • With an iterative and incremental design • In transparency • By reducing lead times Agile OKRs • Short cycles • Simplicity • Just-in-time planning • A limited number of elements (OKR, initiatives) A Lean process, with SET AND COMMUNICATE THE CHARTER OF PRINCIPLES The implementation of OKRs is done by respecting the following Agile / Lean principles
- 11. Powered with ♥ by RisingGoal.com, an OKR platform We support the OKR program by We lead by example We have the right posture in We communicate regularly, in complete transparency, when Launch of OKR cycles Review of OKR cycles The executive sponsor Promoting a culture of trust Promoting a culture of experimentation Promoting Agile / Lean principles (via the charter of principles) SET AND COMMUNICATE OUR COMMITMENTS AS AN EXECUTIVE TEAM How do you set the teams and organization up for success for this program? The company's strategic OKRs The executive team’s tactical OKRs
- 12. Powered with ♥ by RisingGoal.com, an OKR platform SET AND COMMUNICATE OKR PROGRAM CHANGE MANAGEMENT What would be the risks of engaging in such a program in our organization? What would be the impediments to change to expect? What are the strengths on which to rely for a successful transformation? What is the action plan to drive this change? What are the opportunities to seize? What are our priorities for mitigating risks? Have you planned an OKR kick-off meeting? Have you planned an OKR training plan? For who ? When ? Have you planned coaching for the teams? Have you chosen an OKR tool? If so, is OKR software training planned?
- 13. Powered with ♥ by RisingGoal.com, an OKR platform Our breakthrough goals Where do we want to be in the next 2/3 years? SET AND COMMUNICATE OUR CORPORATE STRATEGY Our mission Why do we exist? Who are we ? Our vision Where do we want to be in 5 to 10 years? Our North Star Our focus areas What we focus on Our values What do we believe in ? Our strategy How do we progress towards our vision? What is our strategic competitive advantage?
- 14. Powered with ♥ by RisingGoal.com, an OKR platform SET AND COMMUNICATE OUR STRATEGIC CAPABILITY To harmoniously cohabit business as usual, change and innovation Actions KPI Business As Usual Key Responsibilities Initiatives OKR Experiments Innovation Exploration Adjust strategic capability X% X% X%
- 15. Powered with ♥ by RisingGoal.com, an OKR platform AGENDA Set OKR program • The roles • The cycles • The tracking Set OKR governance Set OKRs
- 16. Powered with ♥ by RisingGoal.com, an OKR platform Program support Communication around the program Definition of governance Program set-up and deployment Governance Operational management Training Facilitation and coaching Responsible for continuous improvement Responsible for change management Executive sponsor Program Manager OKR expert OKR champion DEFINE AND COMMUNICATE THE GOVERNANCE TEAM Who ? Who ? Who ?
- 17. Powered with ♥ by RisingGoal.com, an OKR platform DEFINE AND COMMUNICATE THE DEPLOYMENT TEAM OKR Community of Practice Local relay of the OKR champion for scaling up OKR support Change management OKR ambassadors Champion OKR externe OKR Champion Mentor Facilitation of workshops (governance, design, tracking and OKR review) Training Continuous improvement Change management OKR coach Name ? Format? Community of practice Center of Excellence Holacracy circle Who ?
- 18. Powered with ♥ by RisingGoal.com, an OKR platform SET AND COMMUNICATE THE OPERATIONAL ROLES Responsible for Key Results alignment Budget manager Responsible for its in-cycle reviews Responsible for the final review Updates the metric and its evaluation Responsible for the alignment of initiatives Responsible for its in-cycle reviews Responsible for its final review Objectif owner Key result(s) owner(s) OKR owner
- 19. Powered with ♥ by RisingGoal.com, an OKR platform Vision Strategy Strategic objective Tactical objective Operational Scope Does the cycle exist? Specify the name used Ultimate OKR Long term OKR cycle Strategic OKR cycle Tactical OKR cycle Sprint Duration 5-10 years? 2-3 years? 6 months – 1 year? 1 – 4 months? 1 – 4 weeks? SET AND COMMUNICATE THE OKR CYCLES From vision to operations
- 20. Powered with ♥ by RisingGoal.com, an OKR platform SET AND COMMUNICATE THE STRATEGIC OKR CYCLE Kick-off cycle Review of company OKRs End of cycle review Preparing for the next cycle Next Kick Off .. / .. / .. Next review .. / .. / .. Next review .. / .. / .. Cycle start .. / .. / .. From January 1 to December 31
- 21. Powered with ♥ by RisingGoal.com, an OKR platform SET AND COMMUNICATE THE TACTICAL OKR CYCLE From January 1 to March 31 Cycle kick off Review of team OKRs Cross- functional mid-cycle review End of cycle review Preparing for the next cycle Next Kick Off .. / .. / .. Duration Next Review .. / .. / .. Cycle start .. / .. / .. Next review .. / .. / ..
- 22. Powered with ♥ by RisingGoal.com, an OKR platform Strategic OKR Alignment Goals Strategic OKRs Mission OKR cycle Strategic Tactical Level of commitment Company Business line team Results Impact-based Outcome-based Activity-based Metric Lagging Leading Tactical OKR Alignment Goals Strategic OKRs Mission OKR cycle Strategic Tactical Level of commitment Company Business line team Results Impact-based Outcome-based Activity-based Metric Lagging Leading SET AND COMMUNICATE OKR TYPES
- 23. Powered with ♥ by RisingGoal.com, an OKR platform On the way to autonomy Participatory Directive Delegative Autonomous Currently we are DEFINE AND COMMUNICATE TEAM OKR DESIGN AUTONOMY Team suggests Management challenge Team suggests Management challenges Team suggests Management challenges Management suggests Team negotiates Management suggests Management suggests Management imposes Management imposes
- 24. Powered with ♥ by RisingGoal.com, an OKR platform SET AND COMMUNICATE THE OKR TRACKING Mid-cycle review Objectives review Key results review Kick-off meeting Set Execute Review OKR cycle • Responsible ? Objective owner • Which instance? • What frequency? Monthly • Responsible ? OKR Champion • Which instance? • Responsible ? Key result owner • Which instance? • What frequency? Weekly
- 25. Powered with ♥ by RisingGoal.com, an OKR platform AGENDA Set OKR program Set OKR governance • OKR working agreement • OKR change • OKR Scoring Set OKRs
- 26. Powered with ♥ by RisingGoal.com, an OKR platform • A good mix of top and bottom objectives • Public OKR • Maximum 3 objectives • 1 committed objective maximum • A good mix of external and internal team objectives • To do a monthly review Objectives • 2 to 5 key results per objective • Maximum 6-8 key results for the team • Coupled, but uncorrelated key results • A starting confidence index of 50% • To review every week Key results SET AND COMMUNICATE THE OKR WORKING AGREEMENT We accept
- 27. Powered with ♥ by RisingGoal.com, an OKR platform Strategic objective • Change exceptionally, • Even if it means stopping the current OKR cycle Tactical OKR • Change exceptionally Initiative • Accept change during the cycle We are committed to SET AND COMMUNICATE OKR CHANGE
- 28. Powered with ♥ by RisingGoal.com, an OKR platform How will we assess the achievement of a key result? • Committed = 100% of target achievement • Ambitious = 70% of achievement • [Min – Max] How will we assess our confidence of success by the target date (objective & key result)? • Flag • Weather report • emojis • Confidence index from 0 to 100% - from 1 to 5 How will we track OKRs and their performance? • With what tool? Set and communicate scoring Objective • Confidence index Key result • % achievement of outcome • Confidence index
- 29. Powered with ♥ by RisingGoal.com, an OKR platform Follow us @RisingGoal Newsletter RisingGoal.com Contact us Give us your feedback to improve this manual team@RisingGoal.com Discover examples of OKRs Evaluate your OKR program online Need OKR coaching? Need an OKR tool?
Editor's Notes
- Kick Off sponsor OKR program: The objective of this kick off workshop is precisely to define your OKR program. You will only need to adapt this manual to your context as the workshop decisions are made. It takes place at least with the sponsor of the OKR program and the OKR referent. But more generally, the executive team participates in this workshop. Corporate OKRs workshop: Once the OKR program is defined, the executive team defines the corporate OKRs. These OKRs are communicated to the teams to understand the strategic objectives. They also serve as concrete examples for the teams during the kick off. Team Kick Off OKRs: This manual becomes the communication medium during the kick off of the OKR program with the teams; as well as the reference manual for the whole organization. End of cycles: The OKR method is a continuous improvement approach. At the end of each cycle, reviews are set up to capture everyone's learning in this manual.
- Why use it? This manual is designed to be customized for your specific need. Do not hesitate to delete sections or add them, to modify its content so that it adapts well to your context. This slide allows you to follow the evolutions of this manual. How to use it ? You must adapt it to your context during the Kick Off with the sponsor of the OKR program. Then, it will be revisited and updated at the end of each cycle following the reviews and your learning to reflect your OKR program and your current best practices!
- Why use it? This definition is a possible definition of the OKRs method. You can adjust it to better match your understanding of this method and how you want to share it with your organization.
- Why use it? The OKRs method is not an goal in itself. It seeks to respond to problems that the company encounters. Starting with the why is a good way to give meaning to this process. You identify the issues to which the method must respond, the why and how this method must answer it a priori. How to use it ? Communicate the goals & benefits of the program during the kick off first. Then at the end of the first annual cycle of your program, during the review, check whether the method has met your challenges.
- Why use it? Writing the OKR for the implementation of OKRs in your organization is a way for the executive team to quickly adopt the method. It forces you to focus on a single goal. And allows for more impactful communication. It is also a first exercise to get into the method and understand these difficulties. How to use it ? This OKR is defined by the executive team and the sponsor of the program. It is then written in this slide. Then it is communicated to the teams. The responsible for this OKR is usually the sponsor of the program.
- Why use it? There are several ways to roll out an OKR program in an organization. Specify here your deployment strategy and concretely your action plan. If you opt for a phased deployment starting with a pilot on a reduced scope, define this scope here, who it involves and why this choice. How to use it ? If you deploy the method throughout the organization In one go, specify it here If the deployment is gradual, specify the milestones, for each cycle. This action plan is reviewed at the end of each milestone of your deployment. Typically: Typical OKR program deployment example Cycle 1: company OKR and executive team OKR Cycle 2: Pilot team OKRs Cycle 3: Deployment Your organization is specific, it is up to you to adjust these proposals.
- Why use it? OKR is a framework to be contextualized to the organization. There are multiple ways to implement it. This contextualization must be done with the right state of mind by respecting certain Agile / Lean principles in order to get all the benefits and ensure its adoption. How to use it ? Share this charter with the executive team to get their commitment, then communicate it to the teams during the OKR program kick-off meeting.
- Why use it? The OKR framework is simple a priori but difficult in practice. It takes time to become proficient in this subject. There will therefore be failures, poor quality OKRs, benefits that will not necessarily be there in the first cycles. This is to be accepted and shared. Your commitments must allow enough time and resources to put your teams in condition for success. How to use it ? Define and communicate your commitments to the entire organization regarding this OKR program.
- Why use it? An OKR program is a transformation project. As such, risks and obstacles may exist within your organization, resistance to change. The point here is not to hide these points, to talk about them and to try to find an action plan to mitigate the risks. How to use it ? Start by identifying your organization's risks and barriers associated with this program. But also strengths to rely on. Then, the action plan. A typical list is provided for you to remember the basic actions for this program. You will surely find actions that are specific to you to add to this list.
- Why use it? The OKR method allows the execution of the strategy. This strategy must therefore be formalized and communicated to the entire company. It can be broken down by department, by product, by service, etc. How to use it ? Read more about this strategy model : https://risinggoal.com/2021/12/20/a-strategy-template/
- Why use it? The OKR method is an objective-based change management method. It must coexist with business as usual (the core business), change (your goals) and exploration (future innovation) for which we do not set measurable objectives at first. This approach is comparable to the 3 horizons method (https://risinggoal.com/2022/04/28/the-3-horizons-model/). Without this information, which falls under budgeting and strategic capacity, all the work, all the projects of the company end up jumbled up in the OKRs. This pulls down the quality of OKRs. And we quickly end up with OKRs that look like a project roadmap! The idea is to help teams find the right path in the change effort, while ensuring its main mission. This is all the more important to specify when these 3 activities are carried out by the same team. This makes it possible to define the roadmap that will bring together all these projects. For everyday work, you also need to know what has priority among these three activities. How to use it ? Define the budget allocated to day-to-day work (the BAU or driven by your KPIs), the budget allocated to medium-term projects and longer-term innovation as a percentage. KPI: Key Performance Indicator BAU: Business As Usual
- Why use it? As in any method, roles are needed, all the more so when this method brings about change such as the OKR method can be. How to use it ? Customize OKR roles, their names, roles and responsibilities. Name the people to identify them. Typically Depending on the size of the company, the referent and the project manager can be the same person. The coach and the referent are different if the OKR coach is an external consultant.
- Why use it? To help the OKR champion in the deployment of the OKR program in the organization, local relays, the OKR ambassadors, may exist. If there are enough of them, an OKR community of practice can emerge. How to use it ? Customize the OKR roles, their names, their roles and responsibilities, and the format of this community. Name the people to identify them.
- Why use it? These are operational roles. How to use it ? Customize roles and responsibilities. There is no need to name the people in this playbook, since they will be different from one OKR to another.
- Why use it? OKR cycles punctuate the life of the organization so that everyone works on the right tasks at the right time with synchronization points. These are the cycles. They make it possible to define a time horizon for achieving the objectives, with a very concrete start and end date. How to use it ? Customize OKR cycles: their name, duration, level and who is responsible for them. The proposed model is a complete model with two levels of cycles. You can simplify it with a single cycle for example. And above all, adjust the duration of the cycles so that they suit your context. The following slides will allow you to define more precisely the course of these cycles. Typically We typically find an implementation with an annual medium-term cycle for corporate OKRs and a quarterly short-term cycle for team OKRs. But there are other implementations.
- Why use it? If you don't want a medium-term cycle, delete this slide. Otherwise, it allows you to specify the important milestones that punctuate the cycle and what they include as activities. How to use it ? Customize the medium term cycle, key dates and process. Be concrete. Typically For the Kick Off cycle Communicate company OKRs Identify strategic initiatives Create the roadmap For the review of corporate OKRs At the end of each short term cycle, review the company objectives Roadmap review For the preparation of the next cycle 1 month before the end of the cycle: each department communicates its objectives Include a review of the team's mission and metrics 2 weeks before end of cycle: alignment and adjustment work For the end of cycle review Review of corporate OKRs Retrospective for process improvement
- Why use it? If you don't want a short-term cycle, delete this slide. Otherwise, it allows you to specify the important milestones that punctuate the cycle and what they include as activities. How to use it ? Customize the short-term tactical cycle, key dates and level. Integrate it with existing ceremonies. Be concrete. Typically For the Kick Off cycle Communicate team OKRs Identify initiatives Create the release plan For the review of team OKRs Key results update Initiative reviews Release plan update For the transverse mid-cycle review Cross-team synchronization For the preparation of the next cycle 2 weeks before the end of the cycle, each team communicates its OKRs 1 week before end of cycle: alignment and adjustment work For the end of cycle review Review of team OKRs Retrospective for process improvement
- Why use it? OKRs are not defined in the same way if they are part of the strategic cycle or the tactical cycle. To help teams define the right OKRs with the right scope, define OKR types. How to use it ? Customize the types of OKRs: their name, their duration, the level and who is responsible for it, what type of metric. Add your own OKR types. Typically We typically find strategic OKRs for company objectives and tactical OKRs for team OKRs. But there are other implementations. Tactical OKRs are not an option. There are several ways to define them, depending on the maturity of the company. If in doubt, experiment with both options before deciding. When to decide During the governance workshop, then reviewed at the end of each tactical cycle if necessary.
- Why use it? The teams are more or less autonomous to define their own OKRs, depending on the level of maturity and delegation. There is then a distribution of responsibility between management and the team as to the definition of these OKRs. How to use it ? Define the maximum level of autonomy allowed for the design of team OKRs, to be adjusted according to the teams. When to decide During the governance workshop, then reviewed at the end of each tactical cycle if necessary.
- Why use it? The OKR method allows the execution of the strategy. This is therefore accompanied by monitoring and tracking. The responsible, the meeting and their frequency for the follow-up should be defined. We offer 4 levels of tracking linked to each concept of the method: Cycle – Objectives – Key results – Initiatives. How to use it ? Define for each level the responsible, the meeting and their frequency. As far as possible, these OKR tracking meetings should be integrated into existing meetings of the organization and teams, by modifying their agenda, rather than adding new instances. Also define what you expect from these meeting. Typically For the end of cycle review Optimize the OKR program Governance, process Results obtained Learning, how to successfully achieve our objectives, to have an impact For the review of objectives Tactical and qualitative oriented Rather cross-functional, product team, business line, etc. Typically monthly For the review of key results Very operational and quantitative Data update Review of initiatives By the teams Typically during the sprint review For the review of initiatives To move forward, OKRs rely on initiatives. They are integrated into the company and/or team roadmap. Ensure that initiatives are: Defined at the start of the cycle and budgeted Reviews during reviews of objectives and key results This is operational management.
- Why use it? The principle is to delegate the design of OKRs to the team level. It is therefore necessary to agree on the framework of this delegation, that is to say to share the rules on which we agree. How to use it ? Define these rules with the governance team and then share them with the teams. As tactics cycles, adjust these rules to work for your organization.
- Why use it? OKRs, by their definition, make it possible to regularly track the progress towards the target. For each key result, a starting value and a target have been defined. Reviews allows this value to be updated regularly. The progression towards the target is simple. However, this progression is not necessarily linear. Thus a confidence index is needed that reflects the confidence of the team to reach the target at the key date. Since an objective is made up of several key results, their progress is not always consistent. Thus, it is also necessary to have an index of confidence in the achievement of the objective as a whole. Finally, the method makes it possible to define ambitious objectives, the success of which corresponds to at least 70% progress in the key results. However, it is up to you to decide if this fits your corporate culture regarding performance management. How to use it ? Define how to define the success of a key result (ambitious or committed). Define how you will define your confidence level. There are several possible techniques such as colored flags, weather, emojis or even a quantitative index. Finally, be clear about how you will track this information. The possibilities range from the Excel sheet to specific OKR management tools. Read more about OKR tools : https://risinggoal.com/2022/01/13/how-to-choose-best-okr-tool-for-your-business/