This document provides an introduction to Objectives and Key Results (OKRs), a process used by companies like Intel, Google, and Microsoft to help teams communicate, measure, and achieve goals. It discusses how OKRs can help teams focus on important priorities, avoid distractions, and fight procrastination. The document outlines the OKR template, describes features like being collaborative, measurable, public and ambitious. It provides questions to consider when setting OKRs and discusses superpowers like focus, alignment, tracking and stretching. Tips are provided on setting OKRs at different management levels and timeframes and evaluating progress. The importance of culture in implementing OKRs is also emphasized.

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From good to great with OKRs
How to reach the next level
Feb 17th, 2019

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Introduction to OKR
Build OKRs together
Agenda

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OKRs
Objectives & Key Results

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A process called Objectives & Key Results to help communicate,
measure and achieve goals
A team building process
For some, this is why Silicon Valley is leading the world. It made the
success of Intel, Google, Microsoft, Amazon and many companies.
OKR, what is it ?
Secret to Execution

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Coordinate actions of individuals and achieve great collective goals
Focus on important goals, help us avoid being distracted by urgent
but less important goals
Fight procrastination
OKRs

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OKR Template

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2 kinds of OKRs (like Google)
Committed OKR Aspirational OKR
Objective
As measured by
Objective
As measured by
Key Result 1 Key Result 1
Key Result 2 Key Result 2
Key Result 3 Key Result 3
Key Result 4 Key Result 4
Key Result 5 (max) Key Result 5 (max)
Key Results must be measurable
OKRs are made of short sentences

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OKR features for operating excellence
Collaborative, team
building process
Measurable, accountable
Public, transparent
Ambitious,
uncomfortable
Pairing quantity &
quality

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Do we work on the right thing?
Does anybody know others priorities?
If we remove this away this quarter, what happens?
Is this what we need to pass the milestone?
OKR questions

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OKR superpowers
4 superpowers of OKRs
1. Focus & commit on priorities
2. Align & connect for teamwork
3. Track for accountability
4. Stretch for amazing
Continuous Performance management: OKR & CFR
CFR stands for: conversation, feedback, recognition
Importance of culture (medium to spread OKR)

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3 to 5 OKR per quarter per management level (cascade KR->O)
3 to 5 subOKRs per month
1 to 2 personal OKR per quarter
1 key owner per OKR
Progress evaluation by each owner every week
Group evaluation every month
Evaluation never canceled or late (Meeting on time)
Review & score every quarter
Reflection on experience
OKR, how to work with it?

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Not expected to be reached all the time (otherwise we are not setting
them aggressively enough): 70% success is a good measure
We will allocate budgets & resources where we make progress
OKRs review & score
0 to 0.3 0.4 to 0.6 0.7 to 1
Failed We made progress but fell short of
completion
Delivered
Committed OKR regarding sales &
product releases must be 1.0,
otherwise it is failed

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Focus on the big rocks
Be ambitious
Stretch for amazing – push frontiers
The best idea wins, not the best title
In God we trust, all others must bring data
Do not brake. It’s not easy to reaccelerate !
No carrots & sticks but a common sense of purpose
Enable risk taking, spur innovation and drive performance &
productivity
Esprit de corps, all about the team, the company
The culture we create

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Alliance
to change the world
Thank you