Download as PDF, PPTX
OKR Pitch 2018
- 1.
- 2. Objective: Radically Improve AppTree’sPlanning Model • Finish my presentation on time. (30m) • Create a sample set of quarterly AppTree OKRs. • Commitment for a three-month OKR trial. (Q4 2018) Key Results:
- 3. Agenda ⚡🔥 • Whatare OKRs? 📔 • 4 OKR Superpowers 🏹 ' 📈 ) • Closing Thoughts ☁
- 4.
- 5. “A management methodology thathelps to ensure that the company focuses efforts on the same important issues throughout the organization.” https://www.wired.com/story/when-john-doerr-brought-a-gift-to-googles-founders/ Definition
- 6. Objectives • Description ofa goal to be achieved in the future. • Clear direction • Provides motivation • Like a destination on a map. Where Are we Going? • significant • concrete • action oriented • (ideally) inspirational
- 7. Key Results • Metricwith a starting value and a target value • Measures progress towards an Objective. • Like a signpost that shows you how close you are. How do we know we’re getting there? • specific • time-bound • aggressive • realistic “It’s not a key result unless it has a number.”
- 8.
- 11. 4 OKR Superpowers 🏹' 📈 )
- 12. Focus and Commitment toPriorities 🏹
- 13. Doerr, John. MeasureWhat Matters “7 percent of employees fully understand their business strategies and what’s expected of them to achieve common goals”
- 14. Clarity • Why andwhat • “when you’re tired of saying it, people are starting to hear it”
- 15. Keeping Focus • 3-5KRs per objective • Less is more • “innovation means saying on to one thousand things" • "if we try to focus on everything, we focus on nothing" • "more wood behind fewer arrows"
- 16.
- 17. Alignment “I was askeptic on objectives and key results until Grove sat down with me and explained why they mattered. If you tell everybody to go to the center of Europe, and some start marching off to France, and some to Germany, and some to Italy, that’s no good—not if you want them all going to Switzerland. If the vectors point in different directions, they add up to zero. But if you get everybody pointing in the same direction, you maximize the results. That was the pitch Grove gave me—and then he told me I had to teach it.” –Doerr, John. Measure What Matters
- 18. Intel: Operation Crush •“Turning on a dime” • People need to feel invested to weather a crisis • “Bad co mpanies are destroyed by crisis. Good companies survive them. Great companies are improved by them.” - Andy Grove
- 19. Companies are people workingtogether • Common Mission • Every person adds value • Every person wants to be recognized • Every person wants to get better and see results • My objectives should (hopefully) align with the company’s objectives
- 20.
- 21. Tracking OKRs • Living,breathing, adaptable • “writing down a goal increases your chances of reaching it”
- 22. Using YouTrack • Visibility •Drive engagement • Promote internal networking • Save time, money
- 23. Adapting • Continue (green) •Update, needs attention (yellow) • Start, create a new one • Stop, drop it
- 24. Scoring • 0.7 to1.0 = green (we did it)= • 0.4 to 0.6 = yellow (made progress, but fell short of completion) • 0.0 to 0.3 = red (we failed to make real progress) • It might be better to get 60% than 100%. 100% means you didn't stretch.
- 25. Self Assessment • Googler'suse OKRs in their self assesment • “It wasn’t that they got a red or yellow or green, but here was a list of what they’d delivered on that was above business as usual and connected to the overall goals of the company.”
- 26. Reflection • "what didI learn that I didn't foresee at the beginning of the quarter?" • "did I accomplish my objectives? What contributed to my success?" • "If not, what obstacles did I encounter?" • "If I were to rewrite a goal achieved in full, what would change?" • "What have I learned that might alter my approach to next cycle?" • Celebrate your success with your growing OKR super powers.
- 27.
- 28. Committed Goals vsStretch Goals • Committed Goals = 100% Completion • Stretch goals • Andy Grove - Hierarchy of needs / self actualization • Google: 10x Goals • Stretch too far, and it may snap • Depends on the company (Google has risk tolerance)
- 29. –Measure What Matters "Grovewas fascinated to find that some people, with no prompting, were consistently driven to “try to test the outer limits of their abilities” and achieve their “personal best.” These employees were a manager’s dream; they were never self-satisfied."
- 30.
- 31. –Andy Grove “The artof management lies in the capacity to select from many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them”
- 32. Closing Thoughts • Properrecognition for “what matters” • Given the “what” and determining the “how” • Compensation / Reviews • Sense of progress
- 33. More Thoughts • "if you can’t come up with OKRs that get you excited about coming to work every day, then something must be wrong" • “We don’t learn from experience, we learn from reflecting on experience”
- 34.
- 35. Doerr, John. MeasureWhat Matters “When our how is defined by others, the goal won’t engage us to the same degree. If my doctor orders me to lower my blood pressure by training for the San Francisco Marathon, I might grudgingly take it under advisement. But if I decide of my own free will to run the race, I’m far more likely to reach the finish line—especially if I’m running with friends.” Defining “How”
- 36. Objective: Radically Improve AppTree’sPlanning Model • Finish my presentation on time. (30m) • Create a sample set of quarterly AppTree OKRs. • Commitment for a three-month OKR trial. (Q4 2018) Key Results: