This document discusses OKRs (Objectives and Key Results), a goal-setting framework used by many Silicon Valley companies to help teams communicate, measure, and achieve goals in an ambitious yet accountable way. It describes how OKRs originated from practices at Intel, and were later adopted by companies like Google, Amazon, and Microsoft. The document provides templates and best practices for implementing OKRs, including having 3-5 OKRs per quarter set at different management levels, with objectives stating where the organization is going and key results providing measurable targets. It emphasizes using OKRs to focus efforts, align teams, provide accountability, and encourage risk-taking and innovation.

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From good to great with OKRs
How to reach the next level
March 12th, 2019

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OKRs
Objectives & Key Results

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Where is it from?
John Doerr
• Investor in Silicon Valley
- ($12,5M invested in Google in 1999)
• Shared the vision of Andrew Grove with
+50 companies in Silicon Valley
Andrew Grove
• Founder / CEO Intel
• « Father of OKRs »
1st to apply OKRs at Intel

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A process called Objectives & Key Results to help communicate,
measure and achieve goals, a team building process
What is OKR?
Objectives
Key
Results
OKR
For some, this is why Silicon Valley is leading the world. It made the success of Intel,
Google, Microsoft, Amazon and many companies.
• Objective à Where is the organization going?
• Key Results (mesurables) à How to make it?

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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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How to work with OKRs?
3 to 5 OKR per
quarter per
management level
(cascade KR->O)
3 to 5 subOKRs
per month
1-2 OKR per
individual
per quarter
1 key owner
per OKR
• Every week:
• Progress evaluation by each owner
• Every month:
• Group evaluation
• Every quarter:
• Evaluation never canceled or late (Meeting on
time)
• Review & score
• Reflection on experience

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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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www.giokr.com
Thank you