This document provides guidance on best practices for setting OKR goals. It defines Objectives and Key Results, and explains why OKRs are an effective goal-setting framework. Regular weekly check-ins and closed-loop feedback are identified as critical for connecting goals to results. Examples of objectives and key results at both the company and department level are also provided.
Introduction to Objectives and Key Results. The Basics & FAQ of OKRs.Weekdone.com
Training presentation on OKRs - Objectives and Key Results - goal-setting methodology. Presented by Jüri Kaljundi, CEO & Co-founder of Weekdone, one of the world's leading OKR software providers and consultants.
OKR Best Practices. Useful tips for creating Objectives & Key ResultHenrik Dannert
Keep your employees Focused, Motivated and Aligned. OKRs make workflow transparent, synchronized between teams and concentrated on the common goal
Our OKR Book includes all the things you need to know about OKR, answers to common questions and comments from seasoned HR-consultants. It will help you understand the OKR framework and how to implement it in your company.
OKR (Objectives & Key Results) is used by companies like Google, LinkedIn and Intel. It enabled them to achieve tremendous results. It can enable you to achieve the same.
Businesses and organizations have many things to get done. That requires you to focus on the essentials and be extremely goal-oriented. OKR is a great managent framework that enables you to do just that.
Perdoo makes it easy for organizations of all sizes to manage and measure their progress towards common goals, improve decision-making, and streamline execution.
Check our FUTURE OF WORK BLOG and learn more about OKR
www.perdoo.com/blog
Introduction to Objectives and Key Results. The Basics & FAQ of OKRs.Weekdone.com
Training presentation on OKRs - Objectives and Key Results - goal-setting methodology. Presented by Jüri Kaljundi, CEO & Co-founder of Weekdone, one of the world's leading OKR software providers and consultants.
OKR Best Practices. Useful tips for creating Objectives & Key ResultHenrik Dannert
Keep your employees Focused, Motivated and Aligned. OKRs make workflow transparent, synchronized between teams and concentrated on the common goal
Our OKR Book includes all the things you need to know about OKR, answers to common questions and comments from seasoned HR-consultants. It will help you understand the OKR framework and how to implement it in your company.
OKR (Objectives & Key Results) is used by companies like Google, LinkedIn and Intel. It enabled them to achieve tremendous results. It can enable you to achieve the same.
Businesses and organizations have many things to get done. That requires you to focus on the essentials and be extremely goal-oriented. OKR is a great managent framework that enables you to do just that.
Perdoo makes it easy for organizations of all sizes to manage and measure their progress towards common goals, improve decision-making, and streamline execution.
Check our FUTURE OF WORK BLOG and learn more about OKR
www.perdoo.com/blog
Learn how to execute effectively your strategies via the OKR (Objectives and Key Results) system in your organization
Schedule in a free Strategy call with me:
https://calendly.com/flowyteam/30min
Contact me for more information on OKRs:
https://www.linkedin.com/in/dirk-schmellenkamp-okr-kpi/
#okrcoach #okrcoaching #okrs #okr
Although we have been using Agile mindset and processes tactically, when it comes to strategy and goal setting the waterfall command&control mindset is still the norm.
Most organizations are still using an annual, waterfall, top-down process to create a static set of goals that conflicts directly with Agile. The process is even called "cascading goals" - you can't get more waterfall than that.
Objectives and Key Results (OKR) is a popular leadership process for setting, communicating and monitoring quarterly goals and results in organizations. I have summarized the overview of OKR and key points to implement to an organization through my experience to launch it to my company.
The Guide to Objectives and Key Results (OKRs)BetterWorks
Objectives and Key Results is the goal setting framework used at companies like Google, LinkedIn, and Intel. John Doerr, partner at KPCB, passed on Objectives and Key Results to Google helping them grow from 50 to 50,000 people. This is the complete guide to OKRs, containing everything you need to know (even exclusive slides and examples from Doerr himself.)
Learn everything you need to know to get started with Objectives and Key Results. How to implement them, what you should pay attention to, and how the methodology is being applied in Europe today.
OKR stands for OBJECTIVE KEY RESULT. It is a system originated at Intel (Andy Grove implementing Peter Drucker’s Management by Objective system) and used by several companies such as Google, Zynga, LinkedIn, General Assembly to promote rapid and sustained growth.
OKR - a guide to objectives and key resultsDan Keegan
A light-weight and informative overview of "OKR" the Objectives and Key Results goal setting methodology as used by Google and hugely popular with some of the world's most successful startups.
OKRs: How Google Achieves Company Goals Weekdone.com
John Doerr, one of the advocates for Objectives and Key Results, has said:“I remember being intrigued with the idea of having a beacon or north star every quarter, which helped set my priorities. It was also incredibly powerful for me to see Andy’s OKRs, my manager’s OKRs and the OKRs for my peers. I was quickly able to tie my work directly to the company’s goals. I kept my OKRs pinned up in my office and I wrote new OKRs every quarter, and the system has stayed with me ever since.“
OKRs is a easy process of setting company, team and personal goals and connecting each goal with 3-4 measurable results. As you achieve those results, the whole objective gets marked done.
OKRs, on a personal, team's and company level make up a system that shows how everything one person does connects to the work of others.
OKRs are in vogue. But getting started with objectives & key results is a challenge. This small presentation puts forward actionable steps to help you get started.
Objectives and Key Results (OKR) is a collaborative goal-setting framework. They are used by teams and individuals to set challenging, ambitious goals with measurable outcomes.
Slides from our webinar conducted on January 28th, 2015 about the Objectives & Key Results goal-setting process.
It’s the start of a new year, and for many of us that means setting and achieving some serious company goals.
A lot of companies are attributing their success to a sophisticated goal setting process called Objectives and Key Results, or OKRs for short. OKRs is the goal setting methodology used and popularized by companies like Google, Dropbox, and Zynga.
OKRs help businesses achieve complete transparency and alignment with clearly defined goals. It also helps with measuring their progress and provides opportunities to reflect back and understand what worked and what didn’t. It’s no wonder companies everywhere are flocking to it.
…So, where do you start? And how do you become one of the many companies benefitting from OKRs?
In this webinar we’ll cover:
– Quick introduction and how to get started if you are new
– How many OKRs you should have
– How to align and cascade OKRs
– What are the responsibilities of the employees and managers during an OKRs cycle
– How to create engagement during an OKRs cycle
– How to measure, score, and learn from OKRs
– What is the timeline of the activities that need to be done to execute an OKRs cycle
– Audience Q & A session
Learn how to execute effectively your strategies via the OKR (Objectives and Key Results) system in your organization
Schedule in a free Strategy call with me:
https://calendly.com/flowyteam/30min
Contact me for more information on OKRs:
https://www.linkedin.com/in/dirk-schmellenkamp-okr-kpi/
#okrcoach #okrcoaching #okrs #okr
Although we have been using Agile mindset and processes tactically, when it comes to strategy and goal setting the waterfall command&control mindset is still the norm.
Most organizations are still using an annual, waterfall, top-down process to create a static set of goals that conflicts directly with Agile. The process is even called "cascading goals" - you can't get more waterfall than that.
Objectives and Key Results (OKR) is a popular leadership process for setting, communicating and monitoring quarterly goals and results in organizations. I have summarized the overview of OKR and key points to implement to an organization through my experience to launch it to my company.
The Guide to Objectives and Key Results (OKRs)BetterWorks
Objectives and Key Results is the goal setting framework used at companies like Google, LinkedIn, and Intel. John Doerr, partner at KPCB, passed on Objectives and Key Results to Google helping them grow from 50 to 50,000 people. This is the complete guide to OKRs, containing everything you need to know (even exclusive slides and examples from Doerr himself.)
Learn everything you need to know to get started with Objectives and Key Results. How to implement them, what you should pay attention to, and how the methodology is being applied in Europe today.
OKR stands for OBJECTIVE KEY RESULT. It is a system originated at Intel (Andy Grove implementing Peter Drucker’s Management by Objective system) and used by several companies such as Google, Zynga, LinkedIn, General Assembly to promote rapid and sustained growth.
OKR - a guide to objectives and key resultsDan Keegan
A light-weight and informative overview of "OKR" the Objectives and Key Results goal setting methodology as used by Google and hugely popular with some of the world's most successful startups.
OKRs: How Google Achieves Company Goals Weekdone.com
John Doerr, one of the advocates for Objectives and Key Results, has said:“I remember being intrigued with the idea of having a beacon or north star every quarter, which helped set my priorities. It was also incredibly powerful for me to see Andy’s OKRs, my manager’s OKRs and the OKRs for my peers. I was quickly able to tie my work directly to the company’s goals. I kept my OKRs pinned up in my office and I wrote new OKRs every quarter, and the system has stayed with me ever since.“
OKRs is a easy process of setting company, team and personal goals and connecting each goal with 3-4 measurable results. As you achieve those results, the whole objective gets marked done.
OKRs, on a personal, team's and company level make up a system that shows how everything one person does connects to the work of others.
OKRs are in vogue. But getting started with objectives & key results is a challenge. This small presentation puts forward actionable steps to help you get started.
Objectives and Key Results (OKR) is a collaborative goal-setting framework. They are used by teams and individuals to set challenging, ambitious goals with measurable outcomes.
Slides from our webinar conducted on January 28th, 2015 about the Objectives & Key Results goal-setting process.
It’s the start of a new year, and for many of us that means setting and achieving some serious company goals.
A lot of companies are attributing their success to a sophisticated goal setting process called Objectives and Key Results, or OKRs for short. OKRs is the goal setting methodology used and popularized by companies like Google, Dropbox, and Zynga.
OKRs help businesses achieve complete transparency and alignment with clearly defined goals. It also helps with measuring their progress and provides opportunities to reflect back and understand what worked and what didn’t. It’s no wonder companies everywhere are flocking to it.
…So, where do you start? And how do you become one of the many companies benefitting from OKRs?
In this webinar we’ll cover:
– Quick introduction and how to get started if you are new
– How many OKRs you should have
– How to align and cascade OKRs
– What are the responsibilities of the employees and managers during an OKRs cycle
– How to create engagement during an OKRs cycle
– How to measure, score, and learn from OKRs
– What is the timeline of the activities that need to be done to execute an OKRs cycle
– Audience Q & A session
OKRs and Scrum - SMs of the Universe Webinar.pdfYuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/Scrum? You're not alone. In this session, we provide a high-level overview of OKRs, identify some common OKR usage issues/anti-patterns, and suggest some improvements leveraging Lean/Agile principles and practices.
You will learn how to organize around value through an OKR lens. We will understand the connection between OKRs, KPIs, Products / Value Streams, and what that means for leveraging OKRs in the different Scrum elements. We will discuss how Evidence-based Management (EBM) can amp up OKR empiricism.
By the end of this session, you will understand the relationship between OKRs, Agile, Scrum, and EBM and have concrete ideas for how to help your organization leverage them in synergy.
Training Slides of Performance Management , discussing the importance of Performance and Leadership.
Some Key-Points:
- Appraisal
- Performance Management
- Project Record
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Interesting in learning more about OKRs? We've provided a simple primer that will teach you about this effective goal-setting framework. Learn about the basic, benefits, history, grading, implementation of OKRs.
This presentation outlines the idea of Objectives and Key Results (OKR). It is based on the book by John Doerr, and the concept popularized at Intel, Kleiner Perkins, and Google.
Webinar slides with Paul Niven & Ben Lamorte “OKRs: Best Practices from the F...Atiim, Inc.
Learn OKRs from the world’s top OKR experts:
- Best practices from the “real world”
- Learn new tips and practical ideas
- And much more!
Video of webinar is here:
https://youtu.be/QxLTRk8bZ1s
Webinar on Atiim:
https://www.atiim.com/okrs-best-practices-from-the-field/
Using OKRs in the SAFe Enterprise - Align and Focus on outcomes and enable bu...Yuval Yeret
Struggling to create a healthy synergy between OKRs and Agile/SAFe? You're not alone. In this session, we will identify some OKR anti-patterns and suggest alternative approaches more aligned with SAFe Lean/Agile principles. You will learn how to organize around value through an OKR lens as well as how to improve portfolio focus through economic prioritization and flow management of OKRs. We will understand the connection between OKRs, KPIs, Operational and Development Value Streams, and what that means for leveraging OKRs in the different SAFe elements. By the end of this session, you will have an understanding of the relationship between OKRs and SAFe and concrete ideas for how to help your organization leverage them in synergy.
Coffee Break [30-min] Webinar: How to Use Ongoing Performance Management in 2017Atiim, Inc.
Watch this Webinar and Learn:
- How to transition away from legacy Annual Reviews
- How Ongoing Performance Management works
- Top insights from Adobe’s Check-Ins
- And much, much more!
Video: https://www.atiim.com/webinar-how-to-use-ongoing-performance-management-in-2017/
Atiim site: https://www.atiim.com/
Atiim OKR blog: https://www.atiim.com/blog/
Atiim OKR eBooks and Checklists: https://www.atiim.com/resources/
4. ™
Why OKR is the Most Effective Goals System
• Improves on Management by Objectives (MBOs) and S.M.A.R.T. Goals
-Allows to break up goals and objectives into smaller steps (KRs)
-Cascade alignment - connect your organization to the key objectives
-Set quarterly, not annually, and progress measured in 12 check-ins
-Collective organizational wisdom - 70% Bottoms-Up Alignment
-Transparency and accountability
• The modern organizational goals framework used by top companies:
8. ™
OKR Definitions
• Objectives (Os)
- It is what you want to achieve
- Quarterly (but for junior individual contributors can be monthly)
- Must be measurable with one or a few KRs
- Can be Operational or Aspirational
- Must be able to pass/cascade down or across for alignment
• Key Results (KRs)
- It is how you will know whether you are achieving your objective
- It is the metric which measures the Objective (Complete/Incomplete is measurable)
- If it’s not a metric then the KR is a Milestone (date when the Objective is due)
• Tactics
- KRs inform the “What” while Tactics inform the “How”
- Should be planned for each Key Result
11. ™
But setting OKR goals is not enough to
achieve success in execution,
performance and results!
12. ™
The MOST CRITICAL success factor that
connects goals to results:
Weekly Progress Check-ins
with Closed-Loop Feedback
13. ™
Regular Weekly Check-Ins & Feedback Loop
• Review and check-ins must be done weekly to achieve OKR progress
-Don’t just fall into the trap of “set and forget” which is a big mistake
-There are 12 weeks in each quarter but there is an initial grace period 2 weeks
-The rest is a 10% step - a lot happens during such cycle towards a quarterly goal
-Must track and review OKR status - oversee progress or course-correction
• High-performance organizations have a weekly status/progress report
that is reviewed by each manager or DRI (Directly Responsible Individual)
-In each weekly report, a worker updates the status of her/his progress made
towards the goals
-Be proactive and intentional about praise on progress or work collaboratively to
course-correct (use a carrot, not a stick: 80% praise : reprimand)
14. ™
What is OKRs 2.0 ?
Combines the power of OKRs with Regular, Continuous Feedback:
OKR Goals Management combined
+
Weekly Progress Check-ins (Closed-Loop Feedback)
+
Employee Engagement Metrics
16. ™
Accountability & Responsibility
• Without responsibility, there is no accountability
• Always have only one DRI (Directly Responsible Individual) for
any OKR and for each KR within an Objective if it will be
cascaded down
• An “owner” of an OKR is not necessarily the group manager –
a DRI just serves as a traffic cop (like a Project Manager, aka
Scrum Master), not necessarily department head with any
direct reports
• Also important for owning the “retrospectives” - the DRI /
Owner is the one who is responsible for summarizing the
learnings and suggesting improvements for the next quarter
or year
17. ™
Timing
• Must begin the process before a new Quarter starts
• Must ideally start 5 Weeks prior to the new Quarter (or 3 weeks minimum)
- T-5: CEO meets with executives to discuss Quarterly Objectives (or annual Goals)
- T-4: CEO & executives document the planned high-level Quarterly Objectives – CEO hands down
these next quarter Objectives to the executives who need to come up with some KRs
- T-3: Share these with the OKR Owners (Directly Responsible Individuals); Executives hand down
their Objectives to the Managers or the “DRIs/Owners” who begin to work with teams and
individuals to create their OKRs
- T-2: Teams complete their OKRs and share those with the Executives and Individuals
- T-1: Individual finalize their OKRs
• New Quarter: 2-3 Week grace period
- OKRs can be still iterated slightly and there is a 2-3 weeks grace period after the Quarter starts
(Executives must present their completed OKRs at the Quarterly Business Reviews)
• Annual planning – very early stages should begin as early as August/September
18. ™
Planning
• Requires discipline
• Limit OKRs to 3-5 Objectives / 3-5 KRs
• Bottoms-Up should be 70% of the process, ensures commitment & buy-in
- Taps into collective wisdom and domain expertise of your team
- Not the high level but the actual KRs and Tactics
• Agile process and with iterative cycles
• Resource Allocation –people, money, and time
• The OKRs must be thoughtfully prioritized by each OKR Owner
• Everyone needs to summarize the “Tactics” for each KR during the OKR
planning process and before OKRs are set in place for next quarter
• Baseline KRs – if you don’t know the actual metrics
19. ™
Implementing
• Show Long-Term Goals and Quarterly Objectives (Q3 / Q4)
• Ensure executives’ and departments’ Objectives link directly to the
company goals and specify that clearly (i.e. to what Ox-Kx they link)
• Have separate objective focused on LT Growth
20. ™
Operational vs. Aspirational
• OKRs should not all be unachievable as some OKR experts suggest
-many can be “Operational” and thus achievable, despite being “stretch goals”
• If the implication is that achieving 70%-80% consistently should be
considered a good outcome then it will become quickly demotivating to
everyone that they are always ending up hitting 70%-80% of the aim
21. ™
Writing OKRs - The Importance of Language
• Phrase OKRs in the language relevant to the targeted group
• Use action verbs to start each O or KR
-All KRs should be actionable verb as it makes it more clear and more actionable
when cascaded down as an Objective
• When in doubt use experimental phrases to improve baseline:
-Complete X experimental lead generation projects in Q1 to grow lead flow
-Complete X of PR Projects in Q1 to improve brand awareness
-Invest 10% of time each week into non-measurable, experimental, “serendipitous”
marketing
22. ™
Keep In Mind
• You don’t know what you don’t know
-Can’t anticipate everything - need to acknowledge that there are many unknowns
-Planning is by definition done in the past with what you knew at the time
• Running experiments is critical
-It’s necessary to increase performance over time
• You may achieve every KR, while not every Objective
-That’s OK as long as you are learning and can apply the learnings in the next
quarter
• It’s OK to fail
-But it’s important to plan thoughtfully in advance, then analyze the gap in a
retrospective assessment (as aforementioned, the Owner / DRI is responsible for
this) and plan for the next quarter using the insights
23. ™
Grading
• Purpose: for learnings and improvements, not for performance evaluation
• After the end of the quarter, each DRI grades Key Results from 0 to 1
• Key Result Grade is not the same as KR measurement
- If your company discovered that a given KR had little business value and stopped it mid-
quarter, you have still achieved a good business outcome and deserve a high grade
• Objective’s grade is an average of KR grades
• Grade of 1.0 for Objective is reasonable for operational objectives and grade of
0.7-0.8 is good for “aspirational”
- Encourage setting ambitious objectives when possible for the following quarters
• Always base employee evaluations on KR metrics and never on OKR grades
24. ™
EXAMPLE: Company Top-Level 2016 Annual Goals
Owner: CEO
• Goal 1: Sell $100 Million in Bookings in 2016
- Q1 Objective: Sell $15M in Total Bookings
- Q2 Objective: Sell $25M in Total Bookings
- Q3 Objective: Sell $25M in Total Bookings
- Q4 Objective: Sell $35M in Total Bookings
• Goal 2:
• Goal 3:
• Goal 4:
• Goal 5:
25. ™
EXAMPLE: Company Top-Level Q1-2016 Objectives
Owner: CEO
• Objective 1: Sell $15M in Bookings
-KR1 [for VP, Sales]: Win 1,500 Deals worth $15M in Bookings by 3/31/16
-KR2 [for VP, Marketing]: Generate 75,000 Marketing Qualified Leads
-KR3 ….
• Objective 2:
• Objective 3:
• Objective 4:
• Objective 5: Invest Effort in LT Growth [Mkg & Prod may be here]
26. ™
EXAMPLE: Department OKRs - Marketing
Owner: CMO, Name
• Objective 1: Generate 75,000 MQLs
[Aligned to CEO-Q1-2016-O1-KR2]
- KR1: Action Verb
- KR2:
- KR3:
• Objective 2:
- KR1: Action Verb
- KR2:
- KR3:
• Objective 3: Increase Q2 Pipeline by X # of Opportunities or by $Y Value (of Q4 $ARPA)
- KR1: Action Verb
- KR2:
- KR3:
• Objective 4: Long Term Marketing Investment (Brand, PR, experiments, etc.)
- KR1: Action Verb
- KR2:
- KR3:
27. ™
EXAMPLE: “Acceptable” vs. “Bad” of Non-
Quantifiable, Yet Still Measurable Objectives and KRs
• Bad (i.e. not measurable):
- Build a brand
- Become a good sales rep
- Improve sales alignment with marketing
• Acceptable but not Great: (i.e. they are also actionable and not ambiguous):
- Launch a PR campaign to improve brand awareness
- Sales Team to meet with Marketing team for an aligned Go-To Market meeting every Monday
- Achieve your quota
28. ™
Spotlight on Google OKR Process & Other Ideas
• OKR – Objectives & Key Results
- Google OKR Video:
https://www.atiim.com/google-okr-objectives-key-results-video-transcript/
- 15 Insights from the Google OKR Video:
https://www.atiim.com/blog/15-great-insights-from-the-google-okr-video/
- Ideas from Google OKR to Evolve the Process:
https://www.atiim.com/blog/ideas-to-evolve-the-okr-process/
- Perform “Retrospectives” or a “Gap Analysis” at the end of the Quarter when she/he closes the OKRs
- Every KR must have an owner who has a final accountability (this accountability shouldn’t be shared – just have one responsible owner)