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.)
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 - 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.
Objective and Key Result from *Measure What Matter* by John DoerrTaufik M. Aditama
*Measure What Matter* by John Doerr is a very amazing book to learn about OKR - an alternate to KPI methods, where i personally think are a more wonderful approach to create a more cohesive environment inside organizations. This slide include a small snippets of what exist in the book.
For every COO, CEO, or many other C-Level in small medium large business, or non-profit organizations, I recommend you to purchase this book through Amazon, or many other wonderful book purchasing platform existed.
This document provides an overview of OKRs (Objectives and Key Results), a goal-setting framework used by many companies. It discusses what OKRs are, how they differ from other goal frameworks like KPIs and MBOs, examples of OKRs at different levels of an organization, best practices for implementing OKRs, common mistakes to avoid, and how OKRs can help organizations of various sizes achieve ambitious goals.
OKR - Objectives and Key Results - Effective Goal Setting on Company, Team an...Blossom IO Inc.
OKR (Objectives & Key Results) is used by industry-leading companies like Google, LinkedIn, Intel, Zynga, Twitter and Oracle for successful planning.
OKR is a simple process of defining objectives on company, team and personal level and connecting each objective with measurable results. OKR help providing the bigger picture for everyone at the company and to understand who is working on what and more importantly why.
Also check out Rick Klau's presentation at the Google Startup Lab "How Google sets goals: OKRs": https://library.gv.com/how-google-sets-goals-okrs-a1f69b0b72c7
This document discusses objectives and key results (OKRs) and contrasts them with management by objectives (MBOs). It notes potential issues with an overemphasis on goals and provides examples of effective OKRs from Intel that were measurable and time-bound. The document advocates for OKRs that are aggressive yet achievable and focuses on both outcomes and processes to achieve them. It also emphasizes the importance of focus and commitment to execution over just setting goals.
OKRs Workshop Presentation Template from GtmhubBo Pedersen
A template we have used to run 1/2-day OKRs workshops. If you're implementing Objectives and Key Results, then you may find this presentation useful for inspiration. Focus on the history of OKRs, why and how OKRs add value, and how to link OKRs to company mission and purpose.
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.)
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 - 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.
Objective and Key Result from *Measure What Matter* by John DoerrTaufik M. Aditama
*Measure What Matter* by John Doerr is a very amazing book to learn about OKR - an alternate to KPI methods, where i personally think are a more wonderful approach to create a more cohesive environment inside organizations. This slide include a small snippets of what exist in the book.
For every COO, CEO, or many other C-Level in small medium large business, or non-profit organizations, I recommend you to purchase this book through Amazon, or many other wonderful book purchasing platform existed.
This document provides an overview of OKRs (Objectives and Key Results), a goal-setting framework used by many companies. It discusses what OKRs are, how they differ from other goal frameworks like KPIs and MBOs, examples of OKRs at different levels of an organization, best practices for implementing OKRs, common mistakes to avoid, and how OKRs can help organizations of various sizes achieve ambitious goals.
OKR - Objectives and Key Results - Effective Goal Setting on Company, Team an...Blossom IO Inc.
OKR (Objectives & Key Results) is used by industry-leading companies like Google, LinkedIn, Intel, Zynga, Twitter and Oracle for successful planning.
OKR is a simple process of defining objectives on company, team and personal level and connecting each objective with measurable results. OKR help providing the bigger picture for everyone at the company and to understand who is working on what and more importantly why.
Also check out Rick Klau's presentation at the Google Startup Lab "How Google sets goals: OKRs": https://library.gv.com/how-google-sets-goals-okrs-a1f69b0b72c7
This document discusses objectives and key results (OKRs) and contrasts them with management by objectives (MBOs). It notes potential issues with an overemphasis on goals and provides examples of effective OKRs from Intel that were measurable and time-bound. The document advocates for OKRs that are aggressive yet achievable and focuses on both outcomes and processes to achieve them. It also emphasizes the importance of focus and commitment to execution over just setting goals.
OKRs Workshop Presentation Template from GtmhubBo Pedersen
A template we have used to run 1/2-day OKRs workshops. If you're implementing Objectives and Key Results, then you may find this presentation useful for inspiration. Focus on the history of OKRs, why and how OKRs add value, and how to link OKRs to company mission and purpose.
This document summarizes an OKRs meetup in Amsterdam on May 31, 2018. It introduces OKRs (Objectives and Key Results), provides an example, and discusses how OKRs differ from traditional goal setting. The majority of the document outlines best practices for implementing OKRs based on LeanBart's experience, including starting with one company objective, giving objectives 3 months to take effect, keeping objectives inspirational rather than metrics-focused, and emphasizing weekly check-ins and Friday celebrations. It concludes with top 10 takeaways around focus, connection of OKRs, public sharing, and maintaining an upbeat culture.
Introduction to Objectives and Key Results. The Basics & FAQ of OKRs.Weekdone.com
The document introduces OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google and LinkedIn. It discusses setting quarterly objectives and measuring progress with key results metrics. OKRs provide transparency and align goals from the company level down to individual teams and employees. Examples of objectives and key results are provided for marketing, sales, finance, and product management functions. Guidance is given on writing objectives and results, balancing stretch and roof-shot goals, and common mistakes to avoid.
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.
This short deck introduces the key concepts of Objective and Key Results (OKR). OKR is a goal driven management process that thousands of top companies use to engage staff and deliver exceptional performance
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.
This document provides 14 tips for using OKRs (Objectives and Key Results) for goal setting and performance management. It discusses defining OKRs, setting them quarterly, writing them well, breaking strategy into clear goals, not confusing tasks with goals, cascading goals through the organization, limiting the number of goals, starting team meetings with goals, doing weekly progress check-ins, focusing on "small wins", planning and launching OKRs, and trying example OKRs. The overall message is that using OKRs can help align teams, focus effort, and drive results by setting clear and measurable goals.
OKRs (Objectives and Key Results) are a goal-setting framework where objectives are ambitious goals and key results are measurable metrics to track progress towards objectives. The framework was invented in 1954 and popularized at Intel and Google. Objectives should be memorable descriptions of desired outcomes, while 2-5 key results per objective express quantifiable milestones. Regular reviews help evaluate progress and refine future OKRs, which are meant to be challenging but achievable stretch goals rather than tasks. Common best practices include transparency, simplicity, and alignment across levels.
This document discusses OKRs (Objectives and Key Results), which are how quarterly objectives will be set at SHC. OKRs start with drafting objectives that are specific, measurable, attainable, relevant and time-bound, along with 2-5 key results that show achievement of each objective. Objectives and key results should be ambitious yet realistic stretches, and individuals score their own progress each quarter. Using OKRs provides greater transparency of goals and focused execution across SHC to drive success. The process involves drafting OKRs, discussing them with managers, recording them, and then rating progress to help set future objectives.
This document provides guidance on using Objectives and Key Results (OKRs) for goal setting and alignment. It outlines the best practice flow for setting OKRs, including determining overarching objectives, defining team and individual OKRs, and establishing initiatives and key results. It also discusses how to write good objectives and key results, and compares OKRs to key performance indicators. Management processes for OKRs including weekly check-ins, monthly reviews, and quarterly retrospectives are also covered.
This document discusses OKR (Objectives and Key Results), a goal setting framework used by companies to define, align, and track measurable goals. It consists of an objective, which is significant, concrete, action-oriented, and inspirational, and key results which are specific, time-bound, aggressive yet realistic, and measurable. The document provides examples of OKRs, advantages like exceptional focus and alignment, and steps for adoption such as getting top management buy-in and running a pilot. Reasons for failure include using it only for KPIs rather than strategy or tying it to bonuses. OKRs differ from MBOs in being quarterly rather than annual, bottom-up rather than top-down, looking forward
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
Krezzo's "OKR Training Slides" is packed with an operational playbook, training materials, and OKR examples to ensure your program is on the right track. Register to access, and then customize as you wish!
This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.
The document discusses OKRs (Objectives and Key Results), a goal setting framework popularized by John Doerr at Intel and later adopted by Google. It provides examples of good and bad OKRs and discusses some key aspects and common misconceptions about OKRs. OKRs should be focused, measurable, executable and inspire progress. Objectives should define a general direction of change and have 3-5 measurable key results to track progress. OKRs are for alignment, not performance evaluations or exhaustive strategic planning.
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.
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.
This document discusses OKRs (Objectives and Key Results), a goal setting framework used by companies like Google. It explains that OKRs focus on setting ambitious objectives and measuring progress through key results, rather than cascading goals down hierarchies. The document outlines benefits of OKRs like alignment, transparency, and agility. It also discusses best practices like separating OKRs from compensation, avoiding common mistakes, and building organizational capabilities to successfully adopt OKRs.
The document discusses using OKRs (Objectives and Key Results) to align goals across different levels of an organization from top-down and bottom-up approaches. It provides examples of setting stretch OKRs at Google to develop Chrome browser reaching 20 million users and YouTube reaching 1 billion hours of daily watch time. Achieving ambitious stretch OKRs requires failing and learning from mistakes, adapting goals over time, and maintaining focus on the long-term objective.
This document provides an introduction to Objectives and Key Results (OKRs). It defines OKRs, discusses their benefits, and offers best practices for implementing them. OKRs help companies set clear goals and track progress towards objectives. The document outlines that OKRs have both qualitative objectives and quantitative key results, and should be bottom-up defined as well as top-down aligned. Common OKR cadences and some examples from successful companies like Google and Spotify are also presented. The document concludes by offering next steps for getting started with OKRs, such as scoping an OKR project and piloting the rollout.
Using OKRs to Drive Results AKA "Secrets To Crushing Your Goals"Heavybit
In this Heavybit Speaker Series presentation you’ll learn:
-How early-stage developer companies can get started on their company-wide OKRs;
-How to use OKRs for alignment and increased progress; and,
- Examples of applying OKRs to the less numbers-driven side of the business.
To watch Kris' complete presentation, head to http://www.heavybit.com/library
Kris Duggan is the CEO and Co-Founder of BetterWorks, an enterprise goals platform trusted by high performing companies to engage, empower and cross-functionally align their workforces. The company's board of directors include investor Kleiner Perkins Caufield Byers' John Doerr and Google's Shona Brown. Prior to BetterWorks, he was the founding CEO of Badgeville.
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
This document summarizes an OKRs meetup in Amsterdam on May 31, 2018. It introduces OKRs (Objectives and Key Results), provides an example, and discusses how OKRs differ from traditional goal setting. The majority of the document outlines best practices for implementing OKRs based on LeanBart's experience, including starting with one company objective, giving objectives 3 months to take effect, keeping objectives inspirational rather than metrics-focused, and emphasizing weekly check-ins and Friday celebrations. It concludes with top 10 takeaways around focus, connection of OKRs, public sharing, and maintaining an upbeat culture.
Introduction to Objectives and Key Results. The Basics & FAQ of OKRs.Weekdone.com
The document introduces OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google and LinkedIn. It discusses setting quarterly objectives and measuring progress with key results metrics. OKRs provide transparency and align goals from the company level down to individual teams and employees. Examples of objectives and key results are provided for marketing, sales, finance, and product management functions. Guidance is given on writing objectives and results, balancing stretch and roof-shot goals, and common mistakes to avoid.
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.
This short deck introduces the key concepts of Objective and Key Results (OKR). OKR is a goal driven management process that thousands of top companies use to engage staff and deliver exceptional performance
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.
This document provides 14 tips for using OKRs (Objectives and Key Results) for goal setting and performance management. It discusses defining OKRs, setting them quarterly, writing them well, breaking strategy into clear goals, not confusing tasks with goals, cascading goals through the organization, limiting the number of goals, starting team meetings with goals, doing weekly progress check-ins, focusing on "small wins", planning and launching OKRs, and trying example OKRs. The overall message is that using OKRs can help align teams, focus effort, and drive results by setting clear and measurable goals.
OKRs (Objectives and Key Results) are a goal-setting framework where objectives are ambitious goals and key results are measurable metrics to track progress towards objectives. The framework was invented in 1954 and popularized at Intel and Google. Objectives should be memorable descriptions of desired outcomes, while 2-5 key results per objective express quantifiable milestones. Regular reviews help evaluate progress and refine future OKRs, which are meant to be challenging but achievable stretch goals rather than tasks. Common best practices include transparency, simplicity, and alignment across levels.
This document discusses OKRs (Objectives and Key Results), which are how quarterly objectives will be set at SHC. OKRs start with drafting objectives that are specific, measurable, attainable, relevant and time-bound, along with 2-5 key results that show achievement of each objective. Objectives and key results should be ambitious yet realistic stretches, and individuals score their own progress each quarter. Using OKRs provides greater transparency of goals and focused execution across SHC to drive success. The process involves drafting OKRs, discussing them with managers, recording them, and then rating progress to help set future objectives.
This document provides guidance on using Objectives and Key Results (OKRs) for goal setting and alignment. It outlines the best practice flow for setting OKRs, including determining overarching objectives, defining team and individual OKRs, and establishing initiatives and key results. It also discusses how to write good objectives and key results, and compares OKRs to key performance indicators. Management processes for OKRs including weekly check-ins, monthly reviews, and quarterly retrospectives are also covered.
This document discusses OKR (Objectives and Key Results), a goal setting framework used by companies to define, align, and track measurable goals. It consists of an objective, which is significant, concrete, action-oriented, and inspirational, and key results which are specific, time-bound, aggressive yet realistic, and measurable. The document provides examples of OKRs, advantages like exceptional focus and alignment, and steps for adoption such as getting top management buy-in and running a pilot. Reasons for failure include using it only for KPIs rather than strategy or tying it to bonuses. OKRs differ from MBOs in being quarterly rather than annual, bottom-up rather than top-down, looking forward
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
Krezzo's "OKR Training Slides" is packed with an operational playbook, training materials, and OKR examples to ensure your program is on the right track. Register to access, and then customize as you wish!
This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.
The document discusses OKRs (Objectives and Key Results), a goal setting framework popularized by John Doerr at Intel and later adopted by Google. It provides examples of good and bad OKRs and discusses some key aspects and common misconceptions about OKRs. OKRs should be focused, measurable, executable and inspire progress. Objectives should define a general direction of change and have 3-5 measurable key results to track progress. OKRs are for alignment, not performance evaluations or exhaustive strategic planning.
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.
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.
This document discusses OKRs (Objectives and Key Results), a goal setting framework used by companies like Google. It explains that OKRs focus on setting ambitious objectives and measuring progress through key results, rather than cascading goals down hierarchies. The document outlines benefits of OKRs like alignment, transparency, and agility. It also discusses best practices like separating OKRs from compensation, avoiding common mistakes, and building organizational capabilities to successfully adopt OKRs.
The document discusses using OKRs (Objectives and Key Results) to align goals across different levels of an organization from top-down and bottom-up approaches. It provides examples of setting stretch OKRs at Google to develop Chrome browser reaching 20 million users and YouTube reaching 1 billion hours of daily watch time. Achieving ambitious stretch OKRs requires failing and learning from mistakes, adapting goals over time, and maintaining focus on the long-term objective.
This document provides an introduction to Objectives and Key Results (OKRs). It defines OKRs, discusses their benefits, and offers best practices for implementing them. OKRs help companies set clear goals and track progress towards objectives. The document outlines that OKRs have both qualitative objectives and quantitative key results, and should be bottom-up defined as well as top-down aligned. Common OKR cadences and some examples from successful companies like Google and Spotify are also presented. The document concludes by offering next steps for getting started with OKRs, such as scoping an OKR project and piloting the rollout.
Using OKRs to Drive Results AKA "Secrets To Crushing Your Goals"Heavybit
In this Heavybit Speaker Series presentation you’ll learn:
-How early-stage developer companies can get started on their company-wide OKRs;
-How to use OKRs for alignment and increased progress; and,
- Examples of applying OKRs to the less numbers-driven side of the business.
To watch Kris' complete presentation, head to http://www.heavybit.com/library
Kris Duggan is the CEO and Co-Founder of BetterWorks, an enterprise goals platform trusted by high performing companies to engage, empower and cross-functionally align their workforces. The company's board of directors include investor Kleiner Perkins Caufield Byers' John Doerr and Google's Shona Brown. Prior to BetterWorks, he was the founding CEO of Badgeville.
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
Competitive & Strategic Analysis
BUS 109
Discussion Week 9
Agenda
• EXAM 2 Review
• Remaining Requirements
• Handbook/iEvals
• CEO Project/Peer Evals
• Final Thoughts
Exam 2
• Same format as Exam 1 (essay question + free response)
• Bring blue book next Monday and Wednesday
• Define key concepts + provide quality company examples
EXAM 2 Review
Question 1
1. On Functional Strategy – Pertaining to your CEO Project Company –
a. Among the various functional divisions of the firm, identify the most burning issue
whereby your functional strategy (marketing, financial, operational, etc.) impacts the
overall corporate AND business strategies. Explain in detail.
i. More directly, select two functional areas and discuss the following:
1. Identify the function’s essential goal for 2017
2. What resources must be employed to effectively realize this goal
3. What measures will indicate whether your functional strategy has produced the required results
Does It Work?
What do we
have/need?
What to do/not to do?
Question 1
• Step 1: Define and Link: Corporate Strategy, Business Strategy, Functional Strategy
• Step 2: Select from two functional areas and discuss:
This question is basically a question of alignment
1) How does your Functional Strategy help achieve your Business Strategies and Corporate Strategies?
2) What is your Functional Strategy’s Goal for 2017?
• Refer back to Strategic Alternatives when you changed your Functional Strategies, what was the goal?
3) What Resources are required to achieve this goal?
• Refer to your Corporate Resources, Job Creation, Corporate Structure
• Resources required = Total Resources demanded – Resources on hand
4) How do you measure the success of your goal?
• Balanced Scorecard under Measure
• TIPS
• The KEYWORD is “YOUR.” This question does not refer to the Current Strategic Posture, this question refers
to your strategy under the Strategic Alternatives section
Firm 1
Firm 3
Firm 4
Firm 5
Firm 2
SBU1
SBU2
SBU3
SBU4
SBU5
Industry
Boundary
Firm
Boundary
Business Strategy Corporate Strategy
Economic Logic (How do we compete)
Porter’s Generic Strategies
Value Chain Analysis
Customer Value Decomposition
Corporate Theory and Stakeholder Value
Integration and RBV
Core competencies; VRIO; Business Model
Business-Corporate Integration: Strategy Diamond
Arena: Where to Compete?
Differentiators: What weapons?
Staging: What steps?
Vehicles: How to get there?
Economic Logic: How does it work?
Question 1
• External Analysis – Positioning/Ind. Structure
• Internal Analysis – RBV/VRIO
• Organizational Evolution – Learning
goal
Time
Success
Question 2
2. On Strategic Intent and Strategy Implementation
a. First, identify your CEO company’s strategic intent, that is, the ambitious stretch targets that go
beyond corporate vision propelling the firm to win. Pull from the readings to support your response
b. Second, identify and discuss the important componen.
Why goals and strategy matter, why goals, strategy and tactics should be visible to whole organization.
Why while planing product changes you should balance between intuition, data and customer insights.
How we learned that and what stages we passed till we started to use OKRs.
This document outlines a positive performance management culture model with 4 stages:
1) Set performance boundaries including goals, indicators, planning and development
2) Weekly touchpoint meetings
3) Quarterly reviews focusing on improvement, processes, performance and planning
4) Evaluation and rewards including appraisal and conveying results
It emphasizes clear expectations, employee involvement, improvement, appreciation and using positive questions. Regular meetings, reviews and planning aim to motivate employees and improve productivity. Capability development further supports performance. Finally, technology can assist with the performance management process.
OKR uncovered - An Overview on OKR's - agile-minds.comMichael Maretzke
This document discusses OKRs (Objectives and Key Results), a framework for setting goals and measuring achievement. It describes how OKRs are used at various levels (individual, team, company), how they are developed, monitored, and graded on a quarterly basis. OKRs should be ambitious but achievable, quantified, and agreed upon by all parties. Benefits include transparency, focus, clear communication, and ability to measure progress. Grading is typically based on achieving 60-70% of key results, with lower scores requiring reassessment of objectives.
The document provides an agenda for a training on OKRs (Objectives and Key Results). It covers the concept of OKRs, how to write them, examples of OKRs at different levels (company, department, individual), best practices, and how to implement them. OKRs are a goal setting framework used by companies to align teams and measure progress towards objectives using quantifiable key results.
BetterWorks Goal Summit 2015: Putting Goal Science into Practice with Alex Mo...BetterWorks
A look at the research behind Goal Science™ and how the BetterWorks enterprise goals platform works from Alex Moffit, BetterWorks Goal Scientist, and BetterWorks Product Lead Ciara Peter.
The document outlines the planning process and decision making steps. It discusses the nature and importance of planning, defines the planning process as having steps like establishing objectives, developing premises, evaluating alternatives and selecting a course. It describes types of plans like strategic vs operational and long range vs short range. Management by Objectives and the benefits and problems of MBO are explained. The six steps in decision making are recognized as defining the problem, generating alternatives, evaluating alternatives, choosing among alternatives, implementing, and learning from feedback. A case study example demonstrates the decision making process of choosing an education.
The document discusses organizational planning and goal setting, including defining goals and plans, setting mission statements, and describing the hierarchy of goals from strategic to operational levels. It also covers traditional centralized planning approaches versus more modern decentralized planning, and describes the management by objectives (MBO) process which involves setting goals, developing action plans, reviewing progress, and appraising performance. The MBO approach aims to align individual, departmental, and company goals while focusing efforts on goal achievement.
This document discusses OKRs (Objectives and Key Results), a goal-setting framework originally developed at Google. It provides background on OKRs and their benefits, including aligning teams with strategy, focus, motivation, and progress monitoring. OKRs should be specific, measurable, assignable, realistic, and time-related. Objectives are the goals, and Key Results are milestones to track progress. Examples are provided of properly structured OKRs across several teams focusing on quality improvement, customer issues, infrastructure, architecture, and team knowledge. In summary, OKRs are an effective managerial tool to set ambitious but achievable goals, track progress via clear metrics, and align teams to organizational strategy.
The document discusses a Management Alignment Project that aims to drive the highest value results within a target area in the shortest amount of time. It seeks to align management and shareholders under a cohesive strategy through tailored action plans. The methodology involves 8 steps: planning, communication, individual interviews, group dynamics, mappings, a report to the client, feedback to participants, and follow-up. The project schedule is approximately 6 weeks with follow-up over the next 6 months to measure progress. The company has over 10 years of experience performing these types of assessments and alignment projects across various industries and geographies.
The document discusses strategies for gaining support from line managers for talent management programs. It outlines seven strategies: 1) Co-designing corporate strategy to ensure alignment, 2) Identifying business challenges and talent gaps, 3) Communicating effectively, 4) Reviewing training programs collectively, 5) Creating a teaching culture, 6) Conducting talent review meetings, and 7) Setting up councils to review programs monthly. The strategies aim to integrate line managers in the talent management process through collaboration, communication, and collective oversight of programs.
Webinar slides with Paul Niven & Ben Lamorte “OKRs: Best Practices from the F...Atiim, Inc.
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Video of webinar is here:
https://youtu.be/QxLTRk8bZ1s
Webinar on Atiim:
https://www.atiim.com/okrs-best-practices-from-the-field/
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Similar to OKR - John Doerr original slide deck from 1999 (20)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
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McKinsey’s Digital Transformation Framework
Digital Transformation Compass
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Design Thinking Framework
Business Model Canvas
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[To download this presentation, visit:
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20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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1. OKRObjective, Key Results
A management methodology that helps to ensure that the company focuses
efforts on the same important issues throughout the organization
By John Doerr
1999
1Objectives & Key Results
2. 2
OBJECTIVE:
To develop a workable model for planning as
measured by:
KEY RESULTS:
1. Finishing the presentation on time
2. Completing a sample set of 3 months
objectives and key results
3. Have management agree to institute a trial
system for a 3 month period
Objectives & Key Results
3. 3
General Manager
Makes $ for Owners
- Win Superbowl
- Fill Stands to 88%
Head Coach
Win Superbowl
• 200 Yd Passing Attack
• N. 3 in Defensive Stats
• 25 Yd Punt Return Avg
Public Relations
Fill Stands to 88%
• Hire 2 Colorful Players
• Get Media Coverage
• Highlight Key Players
DEFENSE
# 3 Defense
OFFENSE
200 YD
PASSING
ATTACK
SPECIAL
TEAMS
25 YD PUNT
RETURN
NEWS STAFF
HIGHLIGHT KEY
PLAYERS
SCOUTS
HIRE
COLORFUL
PLAYERS
PUBLICITY
AGENT
GET MEDIA
COVERAGE
• Less than 100
Yds Passing
• 75%
Completion
• Train
Blockers
• 3 Sunday
Features
Articles
• Visit to
Colleges
Objectives & Key Results
4. 4
BENIFITS
WHY USE OBJECTIVES & KEY RESULTS
• Disciplines Thinking
(The major goals will surface)
• Communicates accurately
(Lets everyone know what is important)
• Establishes indicators for measuring progress
(Shows how far along we are)
• Focuses effort
(Keeps organizations in step with each other)
Objectives & Key Results
7. 7
TYPICAL CYCLE
Q1 Q2 Q3
Develop Draft Q2 at Staff
Final Q2 KR’s
Finalize Q2
KR’s
Monitor Q2
KR’s
At Staff
Establish
Q3 Kr’s
Grade Q1 KR’s at Staff
Present Graded Q1 & New Q2
KR’s At Company Meeting
Grade Q2 KR’s
Finalize Q3
KR’s
Final
Q3 KR’s
Objectives & Key Results
8. 8
SOME BASIC HYGIENE
• Maximum 5 Objectives with 4 Key Results
• 60% + Objectives From Bottom Up
• All Must Mutually Agree – No Dictating
• One Page BEST – 2 Maximum
• NOT a Performance Evaluation Weapon
• 60 – 70% “Grade” = GOOD
40% = BAD
• Continue Incomplete Key Results ONLY If They are
Still Important
Objectives & Key Results
9. 9
END PRODUCT
• Everyone is working towards the same result
- Focuses Effort
- Fosters Coordination
• Keep Organization Tuned In
• All Operations have LINKED Objectives And Key
Results that SUPPORT the Company
• ARE FUN TO DO!
Objectives & Key Results