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OKRs: Objectives and Key Results, the basics
The document discusses OKRs (Objectives and Key Results), a framework used to align personal and organizational goals for self-improvement and structured progress monitoring. It outlines the process for setting objectives, defining key results, grading them, and implementing the framework effectively within an organization. The importance of communication, measurable goals, and organization-wide support for OKRs is emphasized to foster motivation and alignment.
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OKRs: Objectives and Key Results, the basics
- 1. OKRs Objectives and KeyResults Nikos Batsios, Agile Coach/ScM @ IXG, PDU Mobile Core Ericsson’s HTE Learnathon, 4th & 5th February 2015
- 2. –Jurgen Appelo “OKRs? Agood mix of common sense”
- 3. a little bitof history Peter Drucker: MBOs 60’s George Doran: SMART 80’s Andy Grove: OKRs @ Intel early 90’s John Doerr: OKRs @ Google late 90’s Rick Klau: OKRs @ Google StartupLabs 2013
- 4. what are OKRs? •OKRs are a framework to connect personal and organizational goals. Could help in a simply way to create structure for organizations, teams and individuals. • could be used as a self-improvement framework for your personal life and for yourself at work.
- 5. how they work? •first you set up an “objective” • then you set-up a number of “key results”, that will help you hit your objective • then you decide how often you will reflect on your learning and your improvement • reflect, adapt, and re-start
- 6. what is anobjective? what <point_of_view> want to accomplish for the next few months • less is more, (4-6 objectives per quarter are enough) • each objective should be ambitious and feel a bit uncomfortable (stretch goals, slightly out of reach) • the purpose is improvement not compliment • keep them stable during the “working” period < point_of_view >: my organization, my department, my team, myself
- 7. objectives examples • Iwant to grow my agile coaching skills (personal) • i want to be a healthy runner (Jurgen Appelo) • improve Blogger’s reputation (Rick Klau) • improve internal employee engagement
- 8. which are yourobjectives for the next few months? {2’}
- 9. what are keyresults? how <point_of_view> will accomplish the objective • should clearly make the objective possible • less is more (five or fewer per objective) • you must define multiple key results (if one fails, you have others) • are quantifiable • lead to objective grading < point_of_view >: my organization, my department, my team, myself
- 10. key results examples •i want to be a healthy runner • run 75km per week • run at least 10km per day • average running time < 55min/10km • no pain in my back, legs or feet • improve blogger’s reputation • re-establish Blogger’s leadership by speaking at 3 industry events • coordinate Blogger’s 10th birthday PR efforts • ID and personally reach out of top xx Bloggers users • fix DMCA process, eliminate music blog takedowns • setup @blogger on twitter, regularly participate in discussions re:Blogger product • i want to grow my agile coaching skills • publish 3 new post in my personal blog • read two new books • read two articles per week • practice 2 new insights from books/articles with my teams • improve internal employee engagement • average weekly satisfaction score of at least 4.8 points • conduct weekly fun fridays all-hands meeting with an external speaker • implement OKR’s in all teams and departments by January 31st
- 11. which are yourkey results for every objective you have set for the next few months? {5’}
- 12. grading the OKRs •regularly update each key result on a 0-100% or 0.0-1.0 scale • 60-70% or .6-.7 should be your target • score matters less than the process • use low grades to reassess: worth doing? what will we do different to achieve our objective?
- 13. grading example • objective:grow my agile coaching skills (52.5%) • key results: • publish 3 new post in my personal blog (30%) • read two new books (30%) • read two articles per week (100%) • practice 2 new insights from books/articles with my teams (50%)
- 14. where to startin your organization? • commit to the OKRs process • identify an OKRs “champion” who fully understand the benefits of the approach and can support anyone on getting started or staying on track (CxO, line manager e.t.c) • set OKRs on organization level, management level, team level, personal level. they should all work together to keep the whole organization on track • encourage bottom-up objectives (too much top-down dictation kills motivation and aspiration) • make them public to the whole organization • communicate OKRs: make use of 1-1 conversations to develop, negotiage, review personal OKRs, team meetings, stuff meetings e.t.c to set, negotiate, review, achieve alignment • experiment to find your own way
- 15. benefits • discipline thinking(the major goals will surface) • communicates accurately (lets everyone know what is important) • establishes indication for measuring progress (shows how far along we are) • focuses effort (keeps organizations in step with each other)
- 16. consider the following •OKRs must be supported by the entire organization.. Everyone should agree on their goals and priorities • we should focus on setting measurable goals or quantifiable targets • should be aggressive yet realistic. should be stretched but not to the point of breaking ourselves and our teams • should not be connected to bonus payments, or performance evaluations. it could be seen as an easy way for someone to figure out what she/he was working on and what had been accomplished
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- 21. inspiration • Rick Klau,Startup Lab workshop: How Google sets goals: OKRs • Jurgen Appelo, What are OKRs? A good mix of common sense • BetterWorks, Getting Started with Objectives & Key Results (OKRs) • BetterWorks, Goal Science Best Practices • Kris Duggan, Keys to OKR success: A Q&A with the Man Who Introduced OKRs to Google, John Doerr
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