SlideShare a Scribd company logo
OKRs at YOUR_COMPANY
Bo Pedersen
www.gtmhub.com
bo@gtmhub.com
What are you dealing with?
Growth or
Change
Who are you dealing with?
People
What are you dealing with?
Data
This is what OKRs are
made for…
History
The Challenge:Purpose of Goal Setting
27/09/2017 7
Direction Motivation Persistence Learning
The Challenge:What drives Goal performance?
27/09/2017 8
Goal Difficulty
The Challenge:What drives Goal performance?
27/09/2017 9
Goal Difficulty
Measurement
The Challenge:What drives Goal performance?
27/09/2017 10
Goal Difficulty
Measurement
Commitment
Feedback Complexity
Importance Confidence
The Challenge:Management by Objectives
27/09/2017 11
Peter Drucker
SMART goals
Annual
Rewards
Compensation
The Challenge: Balanced Scorecard
27/09/2017 12
Kaplan & Norton
Strategy /
Execution
Perspectives
Alignment
Leading / Lagging
Organisational evolution
Anarchic HierarchyMatrixTeamsDemocratic
Departmental
Project
✓X
More control
Execution Bias
Less Control
Innovation Bias
Trend
We need a way to thrive in changing
world
SMART + Rewards
Alignment
Stretch & Measure Cloud
Mobile
Microservices
Looks like there is a
better way
And all this change is
going on
Agile is a reaction to this
#FutureofWork
Collaborative
Self-organising
Cross-functional
Team-based
Adaptive
Evolutionary
Early delivery
Continuous improvement
Rapid response
What have we learnt so far?
• Goals are good (stretch goals are better)
• Measurement is crucial
• Organisations are changing
• The way we work is changing
• Huge trends are happening
The Challenge: And then…
• Objectives and Key Results
• Invented at Intel, adopted by Google
• 1000s of companies using OKRs
27/09/2017 18
You’re part of a trend
OKRs – Google Searches
2011 - 2016
Why
Personal
Team
Company
Where to start?
Values – Who are we?
Vision/Mission/Purpose – Why are we here?
Your Values
What are the your Values?
(or what should they be)
Form groups of 2-3
Your Values
INSERT VALUES
What’s in a Mission?
Guide to decisions and actions
Provides a path and direction
Sets context for strategy
“a goal for what a company wants to do for the
world”
What does a great mission statement
look like?
… designs, manufactures and launches
advanced rockets and spacecraft. The company
was founded in 2002 to revolutionize space
technology, with the ultimate goal of enabling
people to live on other planets.
Photo by SpaceX on Unsplash
…organize the world’s information and make it
universally accessible and useful
OKRs Workshop Presentation Template from Gtmhub
empower and engage people around the world
to collect and develop educational content under
a free license or in the public domain, and to
disseminate it effectively and globally.
OKRs Workshop Presentation Template from Gtmhub
10-Minute Exercise
What is your Mission?
(or what should it be)
Form groups of 2-3
INSERT MISSION
Your Objectives (verbatim)
1. INSERT
Your Objectives (abridged)
1. INSERT
Tools for prioritisation
Prioritize Goals
NASA 1960s Political
Landscape
Strengths
- Education
- Funding
- Facilities
Weaknesses
- Financial mngt
- Bureaucracy
Opportunities
- Soviet Threat
- Military contracts
Threats
- Loss of life
- Public Apathy
• Goal: Publicize threat of Soviet
dominance in space to increase
funding and garner public support.
• Goal: Target zero loss of human life
to avoid public disenchantment
• Goal: Minimize financial
misspending and reduce overheads
to avoid political backlash.
The Challenge:Commonly Cited Benefits
• Focus
– choosing what needs to be done
• Alignment
– Everyone working on common objectives
• Engagement
– Employees know how they contribute which
make their job meaningful
• Transparency
– feedback loop between strategy and execution
27/09/2017 38
Why OKRs?
Focus & Alignment
Grow and sell the best
organic strawberries in
the world
Focus & Alignment
How do you choose what not to do?
Breaking out of BAU mode
Cross-functional teams
Why OKRs?
Transparency
Why OKRs?
Accountability
Transparency
Pros & Cons?
Should we be open about everything?
Why OKRs?
Autonomy & Engagement
Select the best
variety of
Strawberries
Gain Access to
Farmers Market
Prepare for an
excellent
harvest
Joe
Horticulture
Esther
Sales & Marketing
Charles
Operations
“I know strawberries
inside out!”
“I believe we should
target Farmers Markets”
“I want to get us ready
for harvest”
Autonomy
Less = Top Down
More = Bottom Up
Recommended = Negotiation
Engagement
How do we measure it?
Subjective experience
The Challenge:
OKRs as enabler of agile micro-
services
Micro-service
Modular
Independent
Loosely Coupled
Supports Business
Goal
Transparent
Parallel
Networked
Agile Team
Autonomous
Independent
Aligned with
Business Goals
Cross-functional
27/09/2017 47
Why OKRs summary?
• Link Mission to Action
• You have Values, Mission, Objectives, and
Priorities
• Focus, Alignment, Engagement, Transparency
Break
How
Convert Mission into Action
Values – Who are we?
Vision/Mission/Purpose – Why are we here?
Goal – What’s our big hairy audacious goal?
Objectives – What’s possible now (3 months)?
Key Results – How do we we measure success?
Tasks – How do we make progress?
Bringing it together
OKRs
Goal(s)
Mission
Put a man on the
moon before the
end of the decade
Develop a rocket a
engine generating
at least 1.5m
pounds of force
Successful Test of
F-1 Engine in
simulated launch
environment
Develop a fuel
injection method for
Kerosene based
engine
Build a recoverable
re-entry capsule
with space for 3
astronauts
Successfully test
capsule heat shield
under re-entry
maxima conditions
10 years
1 year
3 months
OKR Structure
Key Results
Objective Accelerate
Growth
Book $3m
New
Business
Upsell 200
customers to
Enterprise
Max Churn =
1% / month
Measure
ment
What
Qualitative
Quantitative
The Challenge:Example
Objective: Improve health
Key results:
• Blood pressure 120 / 80
• Work out 3 times per week
• Cook 3 healthy meals per week
Time frame: Next 3 months
27/09/2017 54
The Challenge: Ask these questions
What do you want to achieve?
How will you measure success?
What can you do to get there?
55
Exercise – Set an OKR
What do you want to achieve?
How will you measure progress?
What do you want to achieve?
• Qualitative expression (make X better,
improve Y, reduce Z errors)
• Creates value (BSC: financial, customer,
process, learning)
• Targets leading indicators, to affect
change in lagging indicators
• Set no more than 2-3 objectives per
quarter
27/09/2017 57
How will you measure success?
• Quantitative, objective, numbers
• Use numbers instead of percentages
• Balance upside measurements with
downside counter measures
• Measure outcomes, rather than activity
27/09/2017 58
What will you do to make progress?
• Initiatives. Broader definition of
something you’ll do. For example a
marketing campaign.
• Priorities. Based on your understanding
of what you’re trying to achieve and what
the success criteria are, you can prioritise
tasks accordingly.
• Check-ins. Individual, team. Make time
for OKRs as part of your individual and
team routines.27/09/2017 59
OKR Alignment - Teams
Objective
– L2
Objective
– L1
Increase
Revenue
Make Existing
Customers
Happier
Turbo Charge
Net New
Sales Process
OKR Alignment
Objective - L4
Objective – L3
Objective – L2
Objective – L1 Accelerate
Growth
Make Existing
Customers
Happier
Reduce
Onboarding to
two weeks
Provide
Dedicated
Account
Management
Hire 3 Account
Managers
Turbo Charge
Net New Sales
Process
Roll-out CRM
Tool and
Process
Shortlist CRM
SaaS Providers
Increase Sales
Proficiency
Deliver Sales
Training
Negotiating OKRs
Key Points
Social contract
1-1
Light touch
OKR Champion
The Question
“How can you help me achieve my
objective?”
The Challenge:Who should own OKRs?
• Company
• Teams
• Employees
27/09/2017 64
The Challenge: Basic principles
• Max 2-3 OKRs per employee/team
• Ideally 3 key results per objective
• Progress is updated weekly
• Objectives should be ambitious, it should be
almost impossible to accomplish them fully
(target 70% )
• Employees should not be evaluated on OKRs
27/09/2017 65
The Challenge:Performance Management
Exercise
How should OKRs and Performance
Appraisals be managed?
27/09/2017 66
The Challenge:
OKR Champion
At least one person should be designated
process owner
Ensures that process is being followed
Acts as a resident expert
The Challenge:
What not to do
Too many objectives
Using tasks as OKRs
Using KPIs as OKRs
Using OKRs for performance appraisals or
compensation / bonus adjustments
Exercise – Company Objectives
Feel up for it?
The Challenge:
Final Recap
OKRs came out of goals, MBOs, Agile
OKRs demand transparency
OKRs deliver focus, alignment, engagement
OKRs are separate from HR process
OKRs are separate from compensation
OKRs align strategy with execution
Q&A
You made it!
Thank you
Bo Pedersen
bo@gtmhub.com
+44 7775448056
www.gtmhub.com

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OKRs Workshop Presentation Template from Gtmhub

  • 1. OKRs at YOUR_COMPANY Bo Pedersen www.gtmhub.com bo@gtmhub.com
  • 2. What are you dealing with? Growth or Change
  • 3. Who are you dealing with? People
  • 4. What are you dealing with? Data
  • 5. This is what OKRs are made for…
  • 7. The Challenge:Purpose of Goal Setting 27/09/2017 7 Direction Motivation Persistence Learning
  • 8. The Challenge:What drives Goal performance? 27/09/2017 8 Goal Difficulty
  • 9. The Challenge:What drives Goal performance? 27/09/2017 9 Goal Difficulty Measurement
  • 10. The Challenge:What drives Goal performance? 27/09/2017 10 Goal Difficulty Measurement Commitment Feedback Complexity Importance Confidence
  • 11. The Challenge:Management by Objectives 27/09/2017 11 Peter Drucker SMART goals Annual Rewards Compensation
  • 12. The Challenge: Balanced Scorecard 27/09/2017 12 Kaplan & Norton Strategy / Execution Perspectives Alignment Leading / Lagging
  • 14. We need a way to thrive in changing world SMART + Rewards Alignment Stretch & Measure Cloud Mobile Microservices Looks like there is a better way And all this change is going on
  • 15. Agile is a reaction to this
  • 17. What have we learnt so far? • Goals are good (stretch goals are better) • Measurement is crucial • Organisations are changing • The way we work is changing • Huge trends are happening
  • 18. The Challenge: And then… • Objectives and Key Results • Invented at Intel, adopted by Google • 1000s of companies using OKRs 27/09/2017 18
  • 19. You’re part of a trend OKRs – Google Searches 2011 - 2016
  • 20. Why
  • 22. Where to start? Values – Who are we? Vision/Mission/Purpose – Why are we here?
  • 23. Your Values What are the your Values? (or what should they be) Form groups of 2-3
  • 25. What’s in a Mission? Guide to decisions and actions Provides a path and direction Sets context for strategy “a goal for what a company wants to do for the world”
  • 26. What does a great mission statement look like?
  • 27. … designs, manufactures and launches advanced rockets and spacecraft. The company was founded in 2002 to revolutionize space technology, with the ultimate goal of enabling people to live on other planets.
  • 28. Photo by SpaceX on Unsplash
  • 29. …organize the world’s information and make it universally accessible and useful
  • 31. empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally.
  • 33. 10-Minute Exercise What is your Mission? (or what should it be) Form groups of 2-3
  • 37. Tools for prioritisation Prioritize Goals NASA 1960s Political Landscape Strengths - Education - Funding - Facilities Weaknesses - Financial mngt - Bureaucracy Opportunities - Soviet Threat - Military contracts Threats - Loss of life - Public Apathy • Goal: Publicize threat of Soviet dominance in space to increase funding and garner public support. • Goal: Target zero loss of human life to avoid public disenchantment • Goal: Minimize financial misspending and reduce overheads to avoid political backlash.
  • 38. The Challenge:Commonly Cited Benefits • Focus – choosing what needs to be done • Alignment – Everyone working on common objectives • Engagement – Employees know how they contribute which make their job meaningful • Transparency – feedback loop between strategy and execution 27/09/2017 38
  • 39. Why OKRs? Focus & Alignment Grow and sell the best organic strawberries in the world
  • 40. Focus & Alignment How do you choose what not to do? Breaking out of BAU mode Cross-functional teams
  • 43. Transparency Pros & Cons? Should we be open about everything?
  • 44. Why OKRs? Autonomy & Engagement Select the best variety of Strawberries Gain Access to Farmers Market Prepare for an excellent harvest Joe Horticulture Esther Sales & Marketing Charles Operations “I know strawberries inside out!” “I believe we should target Farmers Markets” “I want to get us ready for harvest”
  • 45. Autonomy Less = Top Down More = Bottom Up Recommended = Negotiation
  • 46. Engagement How do we measure it? Subjective experience
  • 47. The Challenge: OKRs as enabler of agile micro- services Micro-service Modular Independent Loosely Coupled Supports Business Goal Transparent Parallel Networked Agile Team Autonomous Independent Aligned with Business Goals Cross-functional 27/09/2017 47
  • 48. Why OKRs summary? • Link Mission to Action • You have Values, Mission, Objectives, and Priorities • Focus, Alignment, Engagement, Transparency
  • 49. Break
  • 50. How
  • 51. Convert Mission into Action Values – Who are we? Vision/Mission/Purpose – Why are we here? Goal – What’s our big hairy audacious goal? Objectives – What’s possible now (3 months)? Key Results – How do we we measure success? Tasks – How do we make progress?
  • 52. Bringing it together OKRs Goal(s) Mission Put a man on the moon before the end of the decade Develop a rocket a engine generating at least 1.5m pounds of force Successful Test of F-1 Engine in simulated launch environment Develop a fuel injection method for Kerosene based engine Build a recoverable re-entry capsule with space for 3 astronauts Successfully test capsule heat shield under re-entry maxima conditions 10 years 1 year 3 months
  • 53. OKR Structure Key Results Objective Accelerate Growth Book $3m New Business Upsell 200 customers to Enterprise Max Churn = 1% / month Measure ment What Qualitative Quantitative
  • 54. The Challenge:Example Objective: Improve health Key results: • Blood pressure 120 / 80 • Work out 3 times per week • Cook 3 healthy meals per week Time frame: Next 3 months 27/09/2017 54
  • 55. The Challenge: Ask these questions What do you want to achieve? How will you measure success? What can you do to get there? 55
  • 56. Exercise – Set an OKR What do you want to achieve? How will you measure progress?
  • 57. What do you want to achieve? • Qualitative expression (make X better, improve Y, reduce Z errors) • Creates value (BSC: financial, customer, process, learning) • Targets leading indicators, to affect change in lagging indicators • Set no more than 2-3 objectives per quarter 27/09/2017 57
  • 58. How will you measure success? • Quantitative, objective, numbers • Use numbers instead of percentages • Balance upside measurements with downside counter measures • Measure outcomes, rather than activity 27/09/2017 58
  • 59. What will you do to make progress? • Initiatives. Broader definition of something you’ll do. For example a marketing campaign. • Priorities. Based on your understanding of what you’re trying to achieve and what the success criteria are, you can prioritise tasks accordingly. • Check-ins. Individual, team. Make time for OKRs as part of your individual and team routines.27/09/2017 59
  • 60. OKR Alignment - Teams Objective – L2 Objective – L1 Increase Revenue Make Existing Customers Happier Turbo Charge Net New Sales Process
  • 61. OKR Alignment Objective - L4 Objective – L3 Objective – L2 Objective – L1 Accelerate Growth Make Existing Customers Happier Reduce Onboarding to two weeks Provide Dedicated Account Management Hire 3 Account Managers Turbo Charge Net New Sales Process Roll-out CRM Tool and Process Shortlist CRM SaaS Providers Increase Sales Proficiency Deliver Sales Training
  • 62. Negotiating OKRs Key Points Social contract 1-1 Light touch OKR Champion
  • 63. The Question “How can you help me achieve my objective?”
  • 64. The Challenge:Who should own OKRs? • Company • Teams • Employees 27/09/2017 64
  • 65. The Challenge: Basic principles • Max 2-3 OKRs per employee/team • Ideally 3 key results per objective • Progress is updated weekly • Objectives should be ambitious, it should be almost impossible to accomplish them fully (target 70% ) • Employees should not be evaluated on OKRs 27/09/2017 65
  • 66. The Challenge:Performance Management Exercise How should OKRs and Performance Appraisals be managed? 27/09/2017 66
  • 67. The Challenge: OKR Champion At least one person should be designated process owner Ensures that process is being followed Acts as a resident expert
  • 68. The Challenge: What not to do Too many objectives Using tasks as OKRs Using KPIs as OKRs Using OKRs for performance appraisals or compensation / bonus adjustments
  • 69. Exercise – Company Objectives Feel up for it?
  • 70. The Challenge: Final Recap OKRs came out of goals, MBOs, Agile OKRs demand transparency OKRs deliver focus, alignment, engagement OKRs are separate from HR process OKRs are separate from compensation OKRs align strategy with execution
  • 72. Thank you Bo Pedersen bo@gtmhub.com +44 7775448056 www.gtmhub.com