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![“People are self-managing -- they don't need to be
managed. Once they know what they need to do, they'll go
figure out how to do it.
What they need is a common vision.
And that's what leadership is: [h]aving a vision; being able to
articulate that so the people around you can understand it;
and getting a consensus on a common vision.”
– Steve Jobs](https://image.slidesharecdn.com/introducingokrs-190928000037/85/Introducing-OKRs-21-320.jpg)
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Introducing OKRs
The document discusses the decline of Fortune 500 companies and highlights the importance of alignment and engagement in organizations through the Objectives and Key Results (OKR) framework. It emphasizes the need for a shared vision and regular check-ins to track progress, encourage collaboration, and focus on outcomes rather than outputs. Key elements include defining clear objectives, measurable key results, and fostering a culture of transparency and adaptability within teams.
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Introducing OKRs
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- 5. Since 2000, over52% of Fortune 500 companies are gone
- 7. customers value realized forthe customer businesses value realized for the business products or services problems wants needs Sourced: Melissa Perri - Escaping the Build Trap
- 8. customers value realized forthe customer businesses value realized for the business problems wants needs $$$ products or services Sourced: Melissa Perri - Escaping the Build Trap
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- 10. Slide Credit: JakeKnapp and John Zeratsky
- 11. Slide Credit: JakeKnapp and John Zeratsky
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- 13. Slide Credit: JakeKnapp and John Zeratsky
- 14. Slide Credit: JakeKnapp and John Zeratsky
- 15. Increases the likelihoodof building the wrong thing Slide Credit: Jake Knapp and John Zeratsky
- 16. Meme Credit: DavidBland
- 17. Slide Credit: JakeKnapp and John Zeratsky Why are we doing what we’re doing?
- 18. 40% of employees inan organization know their company’s goals. - Chris Zook (Bain & Company) ©AdaptiveX
- 19. 7% of employees fullyunderstand their companies goals and what’s expected of them. - Robert S. Kaplan ©AdaptiveX
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- 21. “People are self-managing-- they don't need to be managed. Once they know what they need to do, they'll go figure out how to do it. What they need is a common vision. And that's what leadership is: [h]aving a vision; being able to articulate that so the people around you can understand it; and getting a consensus on a common vision.” – Steve Jobs
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- 25. Adaptive Helps the organization adaptand respond to change faster by using shorter cycles. ©AdaptiveX
- 26. Outcome Oriented Helps the organization emphasizeoutcomes over outputs by placing the focus on the results and not the tasks. ©AdaptiveX
- 27. Engaging By making goalsbi- directional (with bottom- up input), it helps to create engagement and alignment. ©AdaptiveX
- 28. Transparent OKR are publicand visible to help everyone know what everyone else is working on. ©AdaptiveX
- 29. Continuous By using regularcheck-ins or inspect and adapt cycles. OKR helps the organization keep a cadence in terms of tracking progress towards results. ©AdaptiveX
- 30. Doerr’s Goal Formula The Intent Mustdescribe what you are trying to achieve and how you are going to measure its achievement. I WILL ______________ AS MEASURED BY ______________ Source Credit: Felipe Castro
- 31. Doerr’s Goal Formula Components The objectiveis what we want to achieve. The key results is how we know if we are getting there. I WILL <OBJECTIVE> AS MEASURED BY <KEY RESULTS> Source Credit: Felipe Castro
- 32. Qualitative Objective Create anawesome customer experience An inspirational and memorable, qualitative description of what we want to achieve. • Keep it short • Keep it memorable • Describe what you’ll achieve by end of the quarter Source Credit: Felipe Castro
- 33. Quantitative A way tomeasure progress and know that you’re moving towards achieving your objective. • 2 to 5 per objective (less is more) • Quantitative and measurable KeyResults: Increase net promoter score to 52% Increase repurchase rate by 10% Reduce customer acquisition cost by 5% Objective Create an awesome customer experience Source Credit: Felipe Castro
- 34. Quantitative A way tomeasure progress and know that you’re moving towards achieving your objective. • 2 to 5 per objective (less is more) • Quantitative and measurable KeyResults: Reach 50 daily active users Achieve 40% conversion rate from free to paid Objective Launch new product Source Credit: Felipe Castro
- 35. Activity-Based Value-Based Measures thedelivery of output to the organization. Traditional measures: • Features • Tasks • On-Time, On-Budget, On-Schedule Measure the delivery of value to the organization or the customer. Modern measures: • Business Outcomes • Customer Behaviours • Employee Behaviours
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- 38. Budget Travelers Call Centres WWW Tickets Fees Automated LowFare Flights Premium Service Single Aircraft Model Low Cost Airports Quick TurnaroundsCar Rental Hotel Insurance Maintenance Training Impersonal Airports Call Centres Where will you play? How will you Win? ©AdaptiveX
- 39. Vision Where dowe want to be in 5 to 10 years? Annual Goal What do we plan to achieve in 1 year? Quarterly Objectives What do we plan to achieve in 1 quarter? Quarterly Objectives Key Results Key Results Key Results Key Results How will we know? Initiatives Initiatives Initiatives Initiatives What “things” will we try? Company Objective: Achieve the most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% KR3: Reduce customer acquisition cost by 5% Company Objective: Team Objective: To be the most flown airline in the world To achieve the most daily departures in North America Team Objective: … … … Vision Annual Goal ©AdaptiveX Q1
- 40. Example Company Objective: Achievethe most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% ©AdaptiveX
- 41. Customer Customer Reduce Back Pain Customer’s objective Example Connect to what’simportant in their lives Company Objective: Achieve the most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% ©AdaptiveX
- 42. Customer Has clean clothes Steps inthe journey Use Reduce Back Pain Customer Customer’s objective Example Connect to what’s important in their lives Company Objective: Achieve the most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% Learn ©AdaptiveX
- 43. Customer Has clean clothes SnapTravel Trivago Customer Stepsin the journey Learn Use Reduce Back Pain Customer’s objective Example Connect to what’s important in their lives Fb Advert Company Objective: Achieve the most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% ©AdaptiveX
- 44. Customer Has clean clothes Marketing Page Learn Use Reduce Back Pain Stepsin the journeyCustomer Customer’s objective Example Connect to what’s important in their lives SnapTravel Trivago Fb Advert Company Objective: Achieve the most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% ©AdaptiveX
- 45. Customer Has clean clothes Marketing Page Learn Use Reduce Back PainRedeemSpecial Offer Steps in the journeyCustomer Customer’s objective Example Connect to what’s important in their lives SnapTravel Trivago Fb Advert Company Objective: Achieve the most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% ©AdaptiveX
- 46. Customer Has clean clothes Marketing Page Learn Use Reduce Back PainRedeemSpecial Offer Richard Steps in the journeyCustomer Customer’s objective Example Connect to what’s important in their lives Airline Service SnapTravel Trivago Fb Advert Make Reservation In the System Company Objective: Achieve the most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% ©AdaptiveX
- 47. Customer Has clean clothes Marketing Page Richard Learn Use Reduce Back PainRedeemSpecial Offer Steps in the journeyCustomer Customer’s objective Example Connect to what’s important in their lives Airline Service SnapTravel Trivago Fb Advert Make Reservation In the System Book Flight Company Objective: Achieve the most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% ©AdaptiveX
- 48. SnapTravel Trivago Fb Advert Customer Has clean clothes Marketing Page Richard LearnUse Reduce Back PainRedeem Special Offer Steps in the journeyCustomer Customer’s objective Awareness to Registration Conversion Rate Example Connect to what’s important in their lives Airline Service Make Reservation In the System Book Flight Company Objective: Achieve the most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% ©AdaptiveX
- 49. SnapTravel Trivago Fb Advert Customer Has clean clothes Marketing Page Richard DiscoverLearn Use Reduce Back PainRedeem Special Offer Steps in the journeyCustomer Customer’s objective 2% improvement in the registration conversion increases flights booked by 10% Example Connect to what’s important in their lives Airline Service Make Reservation In the System Book Flight Company Objective: Achieve the most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% ©AdaptiveX
- 50. Vision Where dowe want to be in 5 to 10 years? Annual Goal What do we plan to achieve in 1 year? Quarterly Objectives What do we plan to achieve in 1 quarter? Quarterly Objectives Key Results Key Results Key Results Key Results How will we know? Initiatives Initiatives Initiatives Initiatives What “things” will we try? Company Objective: Achieve the most daily departures in the US KR1: Captured half of the top 50 US metro areas KR2: Increased flights booked by 30% KR3: Reduce customer acquisition cost by 5% Company Objective: Team Objective: To be the most flown airline in the world To achieve the most daily departures in North America (as measured by …) Team Objective: Achieve an awesome online customer experience KR1: Increase customer registrations by 2% KR2: Reduce calls to the call centre by 50% Vision Annual Goal AI Chatbot ©AdaptiveX Q1
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- 62. MBOs Intel OKRs “What”“What” and “How” Annual Quarterly and Monthly Private and Siloed Public and Transparent Top-down Bottom-up or Sideways (~50%) Tied to Compensation Mostly Divorced from Compensation Risk Averse Aggressive and Aspirational ©AdaptiveX
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