OKR Playbook v1.0
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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.
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OKR Playbook v1.0
- 1. Powered with ♥ by RisingGoal.com, an OKR platform OKR PROGRAM PLAYBOOK
- 2. Powered with ♥ by RisingGoal.com, an OKR platform INTRODUCTION 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 (see How to use this playbook ?). It is not intended to be a training material, which must be more complete, although it recalls certain fundamental points of the method. The success of OKRs is based on governance that gives a framework and a rhythm to the entire organization.That's what this manual is about. But success also depends on the quality of the OKRs, which are difficult to simply formalize in a document. Coaching takes all its interest here.The coach helps you define and implement your program. He is responsible for training and can lead your workshops. But above all, it provides a keen eye and feedback on your OKRs in order to improve their quality. And of course, we are interested in all your improvements so that everyone can benefit from them. Good use!
- 3. Powered with ♥ by RisingGoal.com, an OKR platform HOW TO USE THIS PLAYBOOK ? Kick off sponsor OKR program Company OKRs workshop Kick off OKR teams End of OKR cycle Adaptation of the manual to the context of the company Updating company OKRs Communication support Update of the OKR program and best practices related to learning from the cycle that is ending OKR Program OKR Playbook
- 4. Powered with ♥ by RisingGoal.com, an OKR platform VERSION & CHANGELOG V1.1 : adaptation to your company It's your turn ! V1.0 : Rising Goal initial version
- 5. Powered with ♥ by RisingGoal.com, an OKR platform AGENDA • The method • The goals • The benefits • The risks • The strategy • The deployment • The pilot OKR program OKR governance OKRs in action
- 6. Powered with ♥ by RisingGoal.com, an OKR platform THE OKR METHOD The OKR method is a collaborative change management method for executing the business strategy, in a process of continuous improvement. It is based on the management of ambitious measurable objectives, at all levels of the company. It creates alignment around the priorities of the organization and empowerment of the teams.
- 7. Powered with ♥ by RisingGoal.com, an OKR platform OUR OKR PROGRAM GOALS Why are OKRs important to us? And why now? What problems are we trying to solve with this method? What are the ambitions prevented, slowed down by the current organization?
- 8. Powered with ♥ by RisingGoal.com, an OKR platform OUR EXPECTED BENEFITS Focus Define and focus on priorities that help achieve goals. Alignment Respond to the mission of the company, progress towards the vision. Align strategy, tactics and operations. Commitment Facilitate engagement through collaborative goal setting and transparency. Tracking Monitor the execution of the strategy. Evaluate progress towards the goal. Improve. Stretching Motivate with meaning, ambitious goals and autonomy. A commitment and involvement of all in achieving the objectives. How will the method help us solve the problems cited? To meet our challenges? Typically, the benefits expected from this method are as follows
- 9. Powered with ♥ by RisingGoal.com, an OKR platform THE RISKS What would be the risks of engaging in such a program in our organization? Have you planned an OKR kick-off meeting? Have you planned an OKR training plan? For who ? When ? Have you planned coaching for the teams? Have you chosen an OKR management system? If so, is OKR software training planned? Action plan What are our priorities for mitigating these risks?
- 10. Powered with ♥ by RisingGoal.com, an OKR platform OKR OF OUR OKR PROGRAM If we have to choose only one objective for our OKR program, what is it? What are the key results expected at the end of the annual cycle? What are the criteria for success? How do we know that the method helps us factually?
- 11. Powered with ♥ by RisingGoal.com, an OKR platform FROM STRATEGY TO EXECUTION The OKR method allows the execution of the strategy. Strategy Tactical Operational
- 12. Powered with ♥ by RisingGoal.com, an OKR platform OUR STRATEGY Our values What we believe in Our mission Why do we exist? Our vision Where do we want to be in 5 to 10 years? Our focus areas What we focus on Our goals How do we want to progress towards our vision in 2/3 years?
- 13. Powered with ♥ by RisingGoal.com, an OKR platform Our commitments How do we, as a leadership team, set the teams up for success for this program? OKR PROGRAM ROLL OUT Cycle 1: Define the roll out target at the end of the first cycle Cycle 2: Define the roll out target at the end of the second cycle Cycle 3: Define the roll out target at the end of the third cycle Ensure funding for the program over the period <?> Training, coaching, time available… Experiment at least one annual cycle to see the first results from <?> Accept not to achieve objectives, in complete transparency, including those of the executive team Accept that we learn by doing Deployment strategy What is our deployment strategy? What are the milestones of this strategy if it is progressive?
- 14. Powered with ♥ by RisingGoal.com, an OKR platform OKR PROGRAM PILOT Functional scope of the pilot & teams involved Why this choice ?
- 15. Powered with ♥ by RisingGoal.com, an OKR platform BRINGING BUSINESS AS USUAL, CHANGE AND INNOVATION TOGETHER Distribution of capacity in the roadmap of • Short-term projects on the core business (KPI - BAU) % to be defined • Medium-term initiatives for the objectives (OKR) % to be defined • Long-term experiments for innovation % to be defined Priority is given to: OKR vs BAU vs Innovation ?
- 16. Powered with ♥ by RisingGoal.com, an OKR platform AGENDA OKR program • The roles • The cycles • The tracking OKR governance OKRs in action
- 17. Powered with ♥ by RisingGoal.com, an OKR platform THE ROLES OF THE OKR METHOD • Supports the OKR program, validates governance choices • Communicates the why of the program, and the strategic objectives • Participate in the workshops of the strategic cycle Executive sponsor • Trained in the method • Method referent • Attend all external coaching sessions OKR referent • Provides governance • OKR program driver • Responsible for its continuous improvement OKR project manager • Facilitates the definition of governance • Training manager • Facilitates OKR design workshops • Facilitates OKR cycle follow-up and retrospectives • Captures learnings to apply to the next cycle Coach OKR Who ? Who ? Who ? Who ?
- 18. Powered with ♥ by RisingGoal.com, an OKR platform OPERATIONAL ROLES • Animates reviews of the objective • Ensures consistency of key results & initiatives Owner • Updates metrics and scoring • Communicates and ensures alignment of initiatives • Animates the reviews of the key result Owner
- 19. Powered with ♥ by RisingGoal.com, an OKR platform THE OKR CYCLES Medium term cycle Naming convention : strategic/company/annual Duration : annual Level : company Responsible : CEO Cycle OKR court terme Naming convention : tactical/team/quarterly Duration : quarterly Level : team Responsible : team leader Medium term cycle Short term cycle #1 Short term cycle #2 Short term cycle #3 Short term cycle #4
- 20. Powered with ♥ by RisingGoal.com, an OKR platform THE MEDIUM TERM OKR CYCLE Kick-off cycle Review of company OKRs Preparing for the next cycle End of cycle review Next Kick Off .. / .. / .. Next review .. / .. / .. Next review .. / .. / .. Cycle start .. / .. / .. From January 1 to December 31
- 21. Powered with ♥ by RisingGoal.com, an OKR platform THE SHORT-TERM OKR CYCLE From January 1 to March 31 Cycle kick off Review of team OKRs Cross- functional mid-cycle review Preparing for the next cycle End of cycle review Next Kick Off .. / .. / .. Duration Next Review .. / .. / .. Cycle start .. / .. / .. Next review .. / .. / ..
- 22. Powered with ♥ by RisingGoal.com, an OKR platform THE OKR TRACKING • Responsible • Meeting OKR End of Cycle Review • Responsible • Meeting • Frequency Review of objectives • Responsible • Meeting • Frequency Review of key results • Responsible • Meeting • Frequency Review of initiatives
- 23. Powered with ♥ by RisingGoal.com, an OKR platform AGENDA OKR program OKR governance • Objective best-practices • Key result best-practices • OKR Scoring • Our company OKRs OKRs in action
- 24. Powered with ♥ by RisingGoal.com, an OKR platform Transformational verb Ambitious future state Business impact, product outcome Qualitative and aspirational ambition Our best-practices The company strategy is known, as well as the company OKRs A maximum of 3 objectives per team FAST objective (Frequently discussed, Ambitious, Specific, Transparent) Expressed as impact / outcomes Balance between external (business, products, services) and internal (organization, transformation) objectives 60% of team OKRs are aligned with company OKRs, 40% are bottom-up One responsible per objective Public Not used for individual performance assessment Best-practices
- 25. Powered with ♥ by RisingGoal.com, an OKR platform Verb support change Measurable outcome Success criteria Measurable & verifiable outcome Our best-practices Between 3 and 5 key results per objective Expressed as an outcome Relies on a verifiable metric Accessible during design. Who must evolve during the cycle. The confidence index concerning the achievement of the objective is defined from the start We start at 50% confidence One responsible per key result Best practices
- 26. Powered with ♥ by RisingGoal.com, an OKR platform How will we assess the achievement of a key result? • Committed = 100% of target achievement • Ambitious = 70% of achievement • [Min – Max] How will we assess our confidence of success by the target date (objective & key result)? • Flag • Weather report • emojis • Confidence index from 0 to 100% - from 1 to 5 How will we track OKRs and their performance? • With what tool? Scoring Objective • Confidence index Key result • % achievement of outcome • Confidence index
- 27. Powered with ♥ by RisingGoal.com, an OKR platform OUR COMPANY OKRS
- 28. Powered with ♥ by RisingGoal.com, an OKR platform Follow us @RisingGoal Newsletter RisingGoal.com Contact us Give us your feedback to improve this manual team@RisingGoal.com Discover examples of OKRs Evaluate your OKR program online Need OKR coaching? Need an OKR tool?
Editor's Notes
- Kick Off sponsor OKR program: The objective of this kick off workshop is precisely to define your OKR program. You will only need to adapt this manual to your context as the workshop decisions are made. It takes place at least with the sponsor of the OKR program and the OKR referent. But more generally, the executive team participates in this workshop. Corporate OKRs workshop: Once the OKR program is defined, the executive team defines the corporate OKRs. These OKRs are communicated to the teams to understand the strategic objectives. They also serve as concrete examples for the teams during the kick off. Team Kick Off OKRs: This manual becomes the communication medium during the kick off of the OKR program with the teams; as well as the reference manual for the whole organization. End of cycles: The OKR method is a continuous improvement approach. At the end of each cycle, reviews are set up to capture everyone's learning in this manual.
- Why use it? This manual is designed to be customized for your specific need. Do not hesitate to delete sections or add them, to modify its content so that it adapts well to your context. This slide allows you to follow the evolutions of this manual. How to use it ? You must adapt it to your context during the Kick Off with the sponsor of the OKR program. Then, it will be revisited and updated at the end of each cycle following the reviews and your learning to reflect your OKR program and your current best practices!
- Why use it? This definition is a possible definition of the OKRs method. You can adjust it to better match your understanding of this method and how you want to share it with your organization.
- Why use it? The OKRs method is not an goal in itself. It seeks to respond to problems that the company encounters. Starting with the why is a good way to give meaning to this process. How to use it ? Communicate the goals of the program during the kick off first. Then at the end of the first annual cycle of your program, during the review, check whether the method has met your challenges.
- Why use it? Previously, you identified the issues to which the method must respond, the why. You are now going to explain how this method must answer it a priori. How to use it ? You can help yourself with the benefits typically expected from the implementation of OKRs in an organization. These benefits will be reviewed at the end of the annual cycle to verify that you have resolved the issues cited. This will make it possible to verify that the method is bearing fruit, beyond the achievement of the objectives.
- Why use it? The OKR method is a change management method. As such, risks and obstacles may exist within your organization, resistance to change. The point here is not to hide these points, to talk about them and to try to find an action plan to mitigate the risks. How to use it ? Start by identifying your organization's risks and barriers associated with this program. Then, the action plan. A typical list is provided for you to remember the basic actions for this program. You will surely find actions that are specific to you to add to this list.
- Why use it? Writing the OKR for the implementation of OKRs in your organization is a way for the executive team to quickly adopt the method. It forces you to focus on a single goal. And allows for more impactful communication. It is also a first exercise to get into the method and understand these difficulties. How to use it ? This OKR is defined by the executive team and the sponsor of the program. It is then written in this slide. Then it is communicated to the teams.
- Why use it? This slide is a reminder of the tactical aspect of OKRs between the strategy made up of ambitions and focus areas and its operational implementation resulting in a roadmap of initiatives. How to use it ? If you don't want to talk about strategy in your OKR program, you can delete this slide and the next one.
- Why use it? The OKR method allows the execution of the strategy. This strategy must therefore be formalized and communicated to the entire company. It can be broken down by department, by product, by service, etc. How to use it ? Read more about this strategy model : https://risinggoal.com/2021/12/20/a-strategy-template/
- Why use it? There are several ways to roll out an OKR program in an organization. Specify here your deployment strategy and concretely your action plan. If you opt for a phased deployment starting with a pilot on a reduced scope, define this scope here, who it involves and why this choice. How to use it ? If you deploy the method throughout the organization In one go, specify it here If the deployment is gradual, specify the milestones, for each cycle. This action plan is reviewed at the end of each milestone of your deployment. Typically: Typical OKR program deployment example Cycle 1: company OKR and executive team OKR Cycle 2: Pilot team OKRs Cycle 3: Deployment Your organization is specific, it is up to you to adjust these proposals. Your commitments: The OKR method is simple a priori but difficult in practice. It takes time to become proficient in this subject. There will therefore be failures, poor quality OKRs, benefits that will not necessarily be there in the first cycles. This is to be accepted and shared. Your commitments must allow enough time and resources to put your teams in condition for success.
- Why use it? If you opt for a phased deployment starting with a pilot on a reduced scope, define here the scope of the pilot, who this involves and why this choice. At a minimum, the executive team should participate in corporate OKRs and their own team OKRs. How to use it ? The executive team defines a priori the perimeter of the pilot. But you have to discuss it with your teams before taking action on this perimeter.
- Why use it? The OKR method is an objective-based change management method. It must coexist with business as usual (the core business), change (your goals) and exploration (future innovation) for which we do not set measurable objectives at first. This approach is comparable to the 3 horizons method (https://risinggoal.com/2022/04/28/the-3-horizons-model/). Without this information, which falls under budgeting and strategic capacity, all the work, all the projects of the company end up jumbled up in the OKRs. This pulls down the quality of OKRs. And we quickly end up with OKRs that look like a project roadmap! The idea is to help teams find the right path in the change effort, while ensuring its main mission. This is all the more important to specify when these 3 activities are carried out by the same team. This makes it possible to define the roadmap that will bring together all these projects. For everyday work, you also need to know what has priority among these three activities. How to use it ? Define the budget allocated to day-to-day work (the BAU or driven by your KPIs), the budget allocated to medium-term projects and longer-term innovation as a percentage. KPI: Key Performance Indicator BAU: Business As Usual
- Why use it? As in any method, roles are needed, all the more so when this method brings about change such as the OKR method can be. How to use it ? Customize OKR roles, their names, roles and responsibilities. Name the people to identify them. Typically Depending on the size of the company, the referent and the project manager can be the same person. The coach and the referent are different if the OKR coach is an external consultant.
- Why use it? These are operational roles. How to use it ? Customize roles and responsibilities. There is no need to name the people here, since they will be different from one OKR to another.
- Why use it? OKR cycles punctuate the life of the organization so that everyone works on the right tasks at the right time with synchronization points. These are the cycles. They make it possible to define a time horizon for achieving the objectives, with a very concrete start and end date. How to use it ? Customize OKR cycles: their name, duration, level and who is responsible for them. The proposed model is a complete model with two levels of cycles. You can simplify it with a single cycle for example. And above all, adjust the duration of the cycles so that they suit your context. The following slides will allow you to define more precisely the course of these cycles. Typically We typically find an implementation with an annual medium-term cycle for corporate OKRs and a quarterly short-term cycle for team OKRs. But there are other implementations.
- Why use it? If you don't want a medium-term cycle, delete this slide. Otherwise, it allows you to specify the important milestones that punctuate the cycle and what they include as activities. How to use it ? Customize the medium term cycle, key dates and process. Be concrete. Typically For the Kick Off cycle Communicate company OKRs Identify strategic initiatives Create the roadmap For the review of corporate OKRs At the end of each short term cycle, review the company objectives Roadmap review For the preparation of the next cycle 1 month before the end of the cycle: each department communicates its objectives 2 weeks before end of cycle: alignment and adjustment work For the end of cycle review Review of corporate OKRs Retrospective for process improvement
- Why use it? If you don't want a short-term cycle, delete this slide. Otherwise, it allows you to specify the important milestones that punctuate the cycle and what they include as activities. How to use it ? Customize the short-term tactical cycle, key dates and level. Integrate it with existing ceremonies. Be concrete. Typically For the Kick Off cycle Communicate team OKRs Identify initiatives Create the release plan For the review of team OKRs Key results update Initiative reviews Release plan update For the transverse mid-cycle review Cross-team synchronization For the preparation of the next cycle 2 weeks before the end of the cycle, each team communicates its OKRs 1 week before end of cycle: alignment and adjustment work For the end of cycle review Review of team OKRs Retrospective for process improvement
- Why use it? The OKR method allows the execution of the strategy. This is therefore accompanied by monitoring and tracking. The responsible, the meeting and their frequency for the follow-up should be defined. We offer 4 levels of tracking linked to each concept of the method: Cycle – Objectives – Key results – Initiatives. How to use it ? Define for each level the responsible, the meeting and their frequency. As far as possible, these OKR tracking meetings should be integrated into existing meetings of the organization and teams, by modifying their agenda, rather than adding new instances. Also define what you expect from these meeting. Typically For the end of cycle review Optimize the OKR program Governance, process Results obtained Learning, how to successfully achieve our objectives, to have an impact For the review of objectives Tactical and qualitative oriented Rather cross-functional, product team, business line, etc. Typically monthly For the review of key results Very operational and quantitative Data update Review of initiatives By the teams Typically during the sprint review For the review of initiatives To move forward, OKRs rely on initiatives. They are integrated into the company and/or team roadmap. Ensure that initiatives are: Defined at the start of the cycle and budgeted Reviews during reviews of objectives and key results This is operational management.
- Why use it? You can define your best practices to put your teams in a favorable position to set the best objectives. How to use it ? The good practices initially proposed are a starting point. Check that they are adapted to your context. Then update this collection of best practices as all teams learn, cycle after cycle.
- Why use it? You can define your best practices to put your teams in a favorable position to set the best key results. How to use it ? The good practices initially proposed are a starting point. Check that they are adapted to your context. Then update this collection of best practices as all teams learn, cycle after cycle.
- Why use it? OKRs, by their definition, make it possible to regularly track the progress towards the target. For each key result, a starting value and a target have been defined. Reviews allows this value to be updated regularly. The progression towards the target is simple. However, this progression is not necessarily linear. Thus a confidence index is needed that reflects the confidence of the team to reach the target at the key date. Since an objective is made up of several key results, their progress is not always consistent. Thus, it is also necessary to have an index of confidence in the achievement of the objective as a whole. Finally, the method makes it possible to define ambitious objectives, the success of which corresponds to at least 70% progress in the key results. However, it is up to you to decide if this fits your corporate culture regarding performance management. How to use it ? Define how to define the success of a key result (ambitious or committed). Define how you will define your confidence level. There are several possible techniques such as colored flags, weather, emojis or even a quantitative index. Finally, be clear about how you will track this information. The possibilities range from the Excel sheet to specific OKR management tools. Read more about OKR tools : https://risinggoal.com/2022/01/13/how-to-choose-best-okr-tool-for-your-business/
- Why use it? Company OKRs are communicated to the teams to understand the main directions. They serve as concrete examples for the teams during the kick off. Finally, they serve as a starting point for defining their own team OKRs. How to use it ? Once defined by the executive team, put them on this slide to communicate them during the team kick off.