Objectives and Key Results (OKRs) is an agile goal-setting technique developed back in the 1970s and is gaining prominence with many well known organisations such as Google and Atlassian using it.
Strategy = Execution. 4DX is an execution system that recommends the use of 4 disciplines to define goals, create clarity on actions needed and visible scorecard to stay on track.
The concept was popularized by the book 4 Disciplines of Execution by Chris McChesney, Sean Covey, and Jim Huling.
This document discusses planning and goal setting. It defines planning as thinking about activities needed to achieve desired goals based on foresight. Managers plan to offset uncertainty, focus objectives, provide a coordinated roadmap, increase efficiency, and facilitate control. Goals are future results envisioned to achieve, and plans outline how goals will be met. The document outlines different types of goals and plans and approaches to setting goals like traditional, means-ends chain, and management by objectives. It also discusses developing plans, approaches to planning like reactive, inactive, preactive, and proactive, and contemporary issues in planning like criticisms and effective planning in dynamic environments.
Why Your Strategic Plan Does Not Get Executed and What You Can Do About ItHowardLitwak
There is nothing more important than making sure that your strategy is executed in a timely and efficient manner.
Execution disciplines help improve the linkage between your plan and your desired results.
If you are not getting the results you want, this may be the most important presentation you ever view!
Planning is an important project management technique that involves preparing steps to achieve goals. There are three main types of plans: operational plans focus on routine tasks and procedures; tactical plans support strategic plans by translating them into area-specific plans; and strategic plans are designed by top managers to achieve long-term organizational goals and provide a framework for lower-level planning. Setting goals helps provide management direction, allocate resources, define culture, and assess performance. Successful goal setting involves making goals specific, measurable, achievable, realistic, and timely. Barriers to goal setting include lack of vision, fear of the unknown, lack of understanding, history of failure, and lack of focus.
Strategy execution requires measurable actions and key performance indicators (KPIs). The document discusses translating strategy into actions through 6 best practices: skilled managers, engaged people and culture, strategy focus, individual objectives, support for managers, and performance-related pay. It emphasizes that strategy execution is an ongoing process that requires continuous measurement and attention to ensure the strategy is effectively implemented.
Strategy_Execution_as_a_competitive_advantage:_slides_Egypt_event_Jeroen_De_F...Jeroen De Flander
These are my 70+ slides from the Egypt event "Next generation Strategy". Speakers are Roger Martin, Costas Markides, Michael Porter and Jeroen De Flander.
Development Planning - Wyoming Society of CPAsDan Griffiths
This document discusses various aspects of leadership and development, including:
- The key attributes that separate great performers from others are deliberate practice, deep domain knowledge, willingness to repeat hard tasks after failure, and pushing their capabilities.
- Organizations should assign people to tasks they need to work on, not just what they're already good at.
- The best performers set developmental goals around the process of reaching an outcome, not just the outcome itself.
- Structured coaching involves focusing on strengths, separating coaching from mentoring, and using a "3-3-1 in 15 minutes" format of discussing what's working, what's not, and setting one goal.
Strategy = Execution. 4DX is an execution system that recommends the use of 4 disciplines to define goals, create clarity on actions needed and visible scorecard to stay on track.
The concept was popularized by the book 4 Disciplines of Execution by Chris McChesney, Sean Covey, and Jim Huling.
This document discusses planning and goal setting. It defines planning as thinking about activities needed to achieve desired goals based on foresight. Managers plan to offset uncertainty, focus objectives, provide a coordinated roadmap, increase efficiency, and facilitate control. Goals are future results envisioned to achieve, and plans outline how goals will be met. The document outlines different types of goals and plans and approaches to setting goals like traditional, means-ends chain, and management by objectives. It also discusses developing plans, approaches to planning like reactive, inactive, preactive, and proactive, and contemporary issues in planning like criticisms and effective planning in dynamic environments.
Why Your Strategic Plan Does Not Get Executed and What You Can Do About ItHowardLitwak
There is nothing more important than making sure that your strategy is executed in a timely and efficient manner.
Execution disciplines help improve the linkage between your plan and your desired results.
If you are not getting the results you want, this may be the most important presentation you ever view!
Planning is an important project management technique that involves preparing steps to achieve goals. There are three main types of plans: operational plans focus on routine tasks and procedures; tactical plans support strategic plans by translating them into area-specific plans; and strategic plans are designed by top managers to achieve long-term organizational goals and provide a framework for lower-level planning. Setting goals helps provide management direction, allocate resources, define culture, and assess performance. Successful goal setting involves making goals specific, measurable, achievable, realistic, and timely. Barriers to goal setting include lack of vision, fear of the unknown, lack of understanding, history of failure, and lack of focus.
Strategy execution requires measurable actions and key performance indicators (KPIs). The document discusses translating strategy into actions through 6 best practices: skilled managers, engaged people and culture, strategy focus, individual objectives, support for managers, and performance-related pay. It emphasizes that strategy execution is an ongoing process that requires continuous measurement and attention to ensure the strategy is effectively implemented.
Strategy_Execution_as_a_competitive_advantage:_slides_Egypt_event_Jeroen_De_F...Jeroen De Flander
These are my 70+ slides from the Egypt event "Next generation Strategy". Speakers are Roger Martin, Costas Markides, Michael Porter and Jeroen De Flander.
Development Planning - Wyoming Society of CPAsDan Griffiths
This document discusses various aspects of leadership and development, including:
- The key attributes that separate great performers from others are deliberate practice, deep domain knowledge, willingness to repeat hard tasks after failure, and pushing their capabilities.
- Organizations should assign people to tasks they need to work on, not just what they're already good at.
- The best performers set developmental goals around the process of reaching an outcome, not just the outcome itself.
- Structured coaching involves focusing on strengths, separating coaching from mentoring, and using a "3-3-1 in 15 minutes" format of discussing what's working, what's not, and setting one goal.
The document discusses the importance of setting personal goals and outlines the SMART goal framework. Setting goals provides long-term vision, short-term motivation, and helps with organizing time and resources. Goals also allow people to measure their progress and achievements over time. The SMART goal criteria emphasizes making goals specific, measurable, attainable, relevant, and time-based. Readers are instructed to think about their personal goals and submit a goal setting worksheet.
Leading through uncertainty: Achieve outcomes in turbulent times with iter-ac...Agile Montréal
A 2020 HBR article summarized it well: “In normal times… leadership is not that critical... but in a crisis, even the strongest organizational habits, structures, and resources may be inadequate to meet challenges..” Leadership then becomes crucial.
In the months since March 2020, incredible transformations have been set into motion in so many organizations. Set in motion that is by leaders that embody key principles from Agile methodologies and combined with a new way to lead - IterActive Leadership.
In this insightful talk, leadership expert Marisa Murray will share the leadership practices that are fueling performance in these turbulent times. Drawing from her experience supporting C-Suite executives in Fortune 500 companies and her over two decades leading change and enterprise transformation programs herself. She will reveal powerful practices that you can begin to use immediately to navigate and thrive in this today’s rapidly changing, complex environment.
Marisa Murray
Brochure 2016 Strategy Execution Master Class with Jeroen De Flander. This strategy execution training course offers a certificate endorsed by The Institute for Strategy Execution
The document discusses goal setting and different types of goals. It outlines short-term goals which are 1 year or less, mid-term goals from 1-5 years, and long-term goals of 5 years or more. Goals can be in various areas of life like education, career, family, health, and more. It also describes how to create S.M.A.R.T. goals that are specific, measurable, achievable, relevant, and time-based in order to effectively plan goals and track progress. The document emphasizes that setting clear goals provides clarity, focus, accountability, and a sense of purpose and confidence.
The document outlines 8 steps for effective goal setting: 1) identify your goals in writing, 2) analyze needs, 3) list benefits and obstacles, 4) define objectives, 5) create an action plan with timelines, 6) share goals with others, 7) regularly review and evaluate progress, and 8) reward yourself for successes. The process helps individuals set priorities across multiple goals and track progress toward objectives to ultimately achieve their defined goals.
A change management plan serves as a roadmap that defines the concrete steps an organization will take to execute a change management process. The plan should include goals, a robust communication strategy, plans to manage resistance to change, and training. It is developed through a multi-step process of defining goals and KPIs, assembling a team, building out the plan, executing it, and reinforcing the changes. The overall aim is to help people adapt to changes and ensure a smooth transition through the process.
HMZbiz - Humanized Business 4 Human Potential DevelopmentThais Mendes
It is very common to absorb the activities that come up or take advantage of opportunities that require quick decision.
But which ones are in alignment with realization and self-realization?
What is the collaborative positioning in the best alignment with satisfaction?
After clarity of purpose and differential as potential delivery, we follow a constant mapping of all activities that are part of life, including personal and family. When the leader performs best in all areas, becomes more accomplished and enhances performance.
Strategy execution training Australia 2016 with Jeroen De Flander. This is the official strategy execution education with certification by Jeroen De Flander and The Institute for Strategy Execution. So far, we certified 3,300 people
This overview piece highlights the services and capabilities of the Brainzooming group. For more information, visit our website at www.brainzooming.com.
This document provides guidance on conducting performance reviews. It discusses:
1. The objectives of performance reviews which are motivation, development, and communication. Reviews should assess contribution, capability and continuous development.
2. Practical problems like identifying measures and collecting evidence can be addressed by covering agreed objectives, quantifiable standards, and documented performance and feedback.
3. How to conduct effective reviews by preparing, creating the right atmosphere, allowing discussion, using praise, inviting self-assessment, keeping discussions constructive and agreeing on future plans.
This document provides an example of a training needs analysis tool that assesses competencies and behaviors. It includes a list of 16 general competencies that are scored for individuals and departments. The lowest scores indicate the highest training priorities, though importance of each skill must also be considered. The tool is designed to identify collective and individual training needs and priorities to help organizations focus their training efforts.
The document discusses the Toyota Kata method of continuous improvement and change management. It emphasizes that Toyota Kata is a way of changing behaviors through practice and coaching, not just an implementation process. It involves setting a clear target condition rather than a list of goals, and making small, frequent changes using the PDCA cycle to learn and adapt. Coaching others through a structured question process is key to building new patterns and behaviors. The conclusion is that Toyota Kata is a management system for driving continuous improvement through leadership, coaching, and achieving challenging objectives.
Back to Business Recovery Playbook - Brand CatalyserChristie Ding
Brand Catalyser has been hand-holding our partners during this outbreak period to minimise the impact of the COVID-19. With our experience, research, and market/consumer feedbacks, we would like to introduce the 4As Back-to-Business Recovery Playbook.
We’re called FocusFirst because that’s exactly what we do.
We are focus experts - Helping corporate teams to focus. By combining expertise in strategic consulting, communications, and success psychology we support large companies in their transformational needs.
And reaching your most challenging goals is exactly what we set out to do.
FocusFirst® – achieving goals together.
http://www.focus-first.com
This document outlines an internship business plan to grow the brand and impact of Conservation Global (CG) as a leading non-profit. The plan focuses on developing marketing strategies like redesigning the website and social media presence, creating educational apps, and partnering with other organizations. It also proposes creating two handbooks - a CG Handbook documenting the organization's culture and values, and a Fundraising Handbook. The 8-week internship would involve drafting the CG Handbook and assessing ongoing projects like the Eden Honeybee Project and issues around food security.
Effective time management involves four key steps: [1] set specific personal goals, [2] create a term calendar recording major events, [3] create a weekly schedule, and [4] make a daily to-do list. Personal goal setting for the year ahead should include establishing a 3-year plan, yearly vision and mission, setting 5 key goals using the OAT (Outcome, Action, Timeline) formula, and regularly reviewing goals. Proper planning, prioritization, and evaluation are essential for personal and professional success.
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.
The document provides guidance on best practices for adopting Objectives and Key Results (OKRs) in an organization, outlining a 10 step process for implementation that includes understanding why OKRs are being adopted, getting buy-in from leadership and teams, connecting company objectives to the organizational mission, selecting an OKR pilot group, appointing OKR leadership roles, and establishing OKR reviews and retrospectives to ensure ongoing success. The OKR methodology establishes broad alignment and accountability by connecting employees' work to company objectives in a transparent way that fosters focus, engagement, and organizational growth.
The document discusses the importance of setting personal goals and outlines the SMART goal framework. Setting goals provides long-term vision, short-term motivation, and helps with organizing time and resources. Goals also allow people to measure their progress and achievements over time. The SMART goal criteria emphasizes making goals specific, measurable, attainable, relevant, and time-based. Readers are instructed to think about their personal goals and submit a goal setting worksheet.
Leading through uncertainty: Achieve outcomes in turbulent times with iter-ac...Agile Montréal
A 2020 HBR article summarized it well: “In normal times… leadership is not that critical... but in a crisis, even the strongest organizational habits, structures, and resources may be inadequate to meet challenges..” Leadership then becomes crucial.
In the months since March 2020, incredible transformations have been set into motion in so many organizations. Set in motion that is by leaders that embody key principles from Agile methodologies and combined with a new way to lead - IterActive Leadership.
In this insightful talk, leadership expert Marisa Murray will share the leadership practices that are fueling performance in these turbulent times. Drawing from her experience supporting C-Suite executives in Fortune 500 companies and her over two decades leading change and enterprise transformation programs herself. She will reveal powerful practices that you can begin to use immediately to navigate and thrive in this today’s rapidly changing, complex environment.
Marisa Murray
Brochure 2016 Strategy Execution Master Class with Jeroen De Flander. This strategy execution training course offers a certificate endorsed by The Institute for Strategy Execution
The document discusses goal setting and different types of goals. It outlines short-term goals which are 1 year or less, mid-term goals from 1-5 years, and long-term goals of 5 years or more. Goals can be in various areas of life like education, career, family, health, and more. It also describes how to create S.M.A.R.T. goals that are specific, measurable, achievable, relevant, and time-based in order to effectively plan goals and track progress. The document emphasizes that setting clear goals provides clarity, focus, accountability, and a sense of purpose and confidence.
The document outlines 8 steps for effective goal setting: 1) identify your goals in writing, 2) analyze needs, 3) list benefits and obstacles, 4) define objectives, 5) create an action plan with timelines, 6) share goals with others, 7) regularly review and evaluate progress, and 8) reward yourself for successes. The process helps individuals set priorities across multiple goals and track progress toward objectives to ultimately achieve their defined goals.
A change management plan serves as a roadmap that defines the concrete steps an organization will take to execute a change management process. The plan should include goals, a robust communication strategy, plans to manage resistance to change, and training. It is developed through a multi-step process of defining goals and KPIs, assembling a team, building out the plan, executing it, and reinforcing the changes. The overall aim is to help people adapt to changes and ensure a smooth transition through the process.
HMZbiz - Humanized Business 4 Human Potential DevelopmentThais Mendes
It is very common to absorb the activities that come up or take advantage of opportunities that require quick decision.
But which ones are in alignment with realization and self-realization?
What is the collaborative positioning in the best alignment with satisfaction?
After clarity of purpose and differential as potential delivery, we follow a constant mapping of all activities that are part of life, including personal and family. When the leader performs best in all areas, becomes more accomplished and enhances performance.
Strategy execution training Australia 2016 with Jeroen De Flander. This is the official strategy execution education with certification by Jeroen De Flander and The Institute for Strategy Execution. So far, we certified 3,300 people
This overview piece highlights the services and capabilities of the Brainzooming group. For more information, visit our website at www.brainzooming.com.
This document provides guidance on conducting performance reviews. It discusses:
1. The objectives of performance reviews which are motivation, development, and communication. Reviews should assess contribution, capability and continuous development.
2. Practical problems like identifying measures and collecting evidence can be addressed by covering agreed objectives, quantifiable standards, and documented performance and feedback.
3. How to conduct effective reviews by preparing, creating the right atmosphere, allowing discussion, using praise, inviting self-assessment, keeping discussions constructive and agreeing on future plans.
This document provides an example of a training needs analysis tool that assesses competencies and behaviors. It includes a list of 16 general competencies that are scored for individuals and departments. The lowest scores indicate the highest training priorities, though importance of each skill must also be considered. The tool is designed to identify collective and individual training needs and priorities to help organizations focus their training efforts.
The document discusses the Toyota Kata method of continuous improvement and change management. It emphasizes that Toyota Kata is a way of changing behaviors through practice and coaching, not just an implementation process. It involves setting a clear target condition rather than a list of goals, and making small, frequent changes using the PDCA cycle to learn and adapt. Coaching others through a structured question process is key to building new patterns and behaviors. The conclusion is that Toyota Kata is a management system for driving continuous improvement through leadership, coaching, and achieving challenging objectives.
Back to Business Recovery Playbook - Brand CatalyserChristie Ding
Brand Catalyser has been hand-holding our partners during this outbreak period to minimise the impact of the COVID-19. With our experience, research, and market/consumer feedbacks, we would like to introduce the 4As Back-to-Business Recovery Playbook.
We’re called FocusFirst because that’s exactly what we do.
We are focus experts - Helping corporate teams to focus. By combining expertise in strategic consulting, communications, and success psychology we support large companies in their transformational needs.
And reaching your most challenging goals is exactly what we set out to do.
FocusFirst® – achieving goals together.
http://www.focus-first.com
This document outlines an internship business plan to grow the brand and impact of Conservation Global (CG) as a leading non-profit. The plan focuses on developing marketing strategies like redesigning the website and social media presence, creating educational apps, and partnering with other organizations. It also proposes creating two handbooks - a CG Handbook documenting the organization's culture and values, and a Fundraising Handbook. The 8-week internship would involve drafting the CG Handbook and assessing ongoing projects like the Eden Honeybee Project and issues around food security.
Effective time management involves four key steps: [1] set specific personal goals, [2] create a term calendar recording major events, [3] create a weekly schedule, and [4] make a daily to-do list. Personal goal setting for the year ahead should include establishing a 3-year plan, yearly vision and mission, setting 5 key goals using the OAT (Outcome, Action, Timeline) formula, and regularly reviewing goals. Proper planning, prioritization, and evaluation are essential for personal and professional success.
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.
The document provides guidance on best practices for adopting Objectives and Key Results (OKRs) in an organization, outlining a 10 step process for implementation that includes understanding why OKRs are being adopted, getting buy-in from leadership and teams, connecting company objectives to the organizational mission, selecting an OKR pilot group, appointing OKR leadership roles, and establishing OKR reviews and retrospectives to ensure ongoing success. The OKR methodology establishes broad alignment and accountability by connecting employees' work to company objectives in a transparent way that fosters focus, engagement, and organizational growth.
The document discusses OKRs (Objectives and Key Results), a goal setting methodology used by many companies. It provides examples of how OKRs help align teams, focus efforts on priorities, and measure progress towards goals. OKRs involve setting ambitious quarterly objectives with clear and measurable key results. When implemented properly with transparency, OKRs can increase productivity by ensuring individuals understand how their work contributes to overall company objectives.
The document provides guidance on formulating a successful business strategy. It discusses that strategic planning is important for setting a unified vision, combating cognitive biases, and tracking progress towards goals. When setting strategic goals, companies should ensure goals are purpose-driven, long-term, actionable, and measurable. Key factors for successful strategy formulation include starting with organizational purpose, considering global events and trends, examining data and case studies, setting and communicating goals, and viewing strategy as an ongoing process.
The document discusses 4 steps for building an effective performance measurement plan:
1. Conduct a pre-program analysis to identify strategic objectives and any performance gaps. This includes defining the organization's mission statement and strategic goals.
2. Design and develop the plan by defining specific and measurable goals and objectives for each functional area to close any performance gaps.
3. Implement the plan and provide feedback to employees on their performance and how it impacts strategic goals.
4. Continuously measure and evaluate performance to ensure goals are being met and make adjustments to the plan as needed. Following these steps will result in improved organizational performance and a competitive advantage.
Achieveit WP - Exec Guide to Goal SettingEric Hyman
The document discusses best practices for business goal setting, including popular methodologies like SMART goals and OKRs. It addresses challenges that businesses face with goal setting and how they can be improved. Some key points discussed are:
- Leveraging psychology of goal setting by not assigning too many goals and keeping them specific and measurable.
- Using tools like posting daily progress to stay focused and accountable.
- Aligning goals within a competency framework to provide clarity and paths for advancement.
- Setting a mix of practical and stretch goals to challenge employees without being overwhelming.
OKR Guide - Need of OKR for organizations.pdfzimyo
This guide describes about why there is a need of OKR in any organization. To get a deeper insight of what is a OKR, have a look at this guide https://www.zimyo.com/
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!
10 Things HR Can Do to Help Align an Organization's GoalsSumTotal
The document summarizes 10 things that HR can do to help align an organization's goals, including:
1) Understanding the business goals set by executives and cascading them down the organization.
2) Ensuring goals are consistent, measurable, and employees have support to achieve them.
3) Monitoring progress and compliance to identify gaps and ensure accountability.
Whether talking about small, medium, or large companies or non-profits organisations, OKRs work the same for setting goals throughout many company levels.
Discover more on our blog: https://jedisquad.com/the-okrs/
Strategic planning establishes organizational priorities and allocates resources to accomplish goals. It improves performance by focusing an organization and communicating priorities. A good strategic plan assesses the current state, sets goals and plans to close gaps between the current and future states. It should address critical issues, balance capabilities and goals, cover a sufficient time period, be visionary yet flexible to allow for change, and guide decision making. Key elements are the mission, guiding principles, value propositions, destination points, and areas of focus/strategies.
This document provides guidance for managers on using a "Team Blueprint" tool to gain insights into their team. The tool consists of several models that assess different aspects of the team such as company values, team spirit, employee skills, adaptability, and employability. The goal is to help managers better understand their team's composition and make targeted leadership decisions to improve alignment, performance, and future-proofing of the team. The document explains each model in the tool and provides questions for managers to consider to strengthen their team and ensure individuals have the skills needed for future roles.
Slides from the ExOperiences call with Lars Lin on OKR for Exponential Organi...Lars Lin Villebæk 岚巍
Transitioning from operational metrics to innovation accounting is challenging. Working with OKR's when building ExO's (Exponential Organizations) makes a lot of sense but can be challenging. Here are some experiences shared in the OpenExO community
Setting goals is challenging as the goals must be wise and consider the organization's capabilities and market conditions. Goals should motivate employees and encourage sound decision making rather than risky behaviors. While SMART goals are useful for measurement, the fundamental question is whether the goal itself makes sense. Cascading goals from the organizational to individual levels is a start, but effective communication is also needed to ensure employees understand and can work towards the organization's overall strategy.
Ashford 5: - Week 4 - Assignment
Human Resource Planning and Organizational Strategy
In a four- to five-page paper (excluding the title and references pages), discuss the relationship between human resource planning activities and the organization’s strategic development and implementation. Describe the eight elements of the staffing process. Examine the relationship between the eight elements of the staffing process and the four activities related to human resource planning.
Based on the information presented in Figure 10.5, review the human resource planning process and the previous readings from Chapters 4 and 8. Explain the relationship between the four activities of human resource planning and the organization’s strategic planning, development, and implementation.
Your paper should include in-text citations and references for at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the
Ashford Writing Center
.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
FIGURE 10.5 Human resource planning process
(Plunkett 330-331)
Plunkett, Warren R., Gemmy Allen, Raymond Attner. Management. Cengage Learning, 01/2012. VitalBook file.
CHAPTER 4 PLANNING AND STRATEGY
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1 Explain the importance of planning
2 Differentiate between strategic, tactical, operational, and contingency plans
3 List and explain the steps in a basic planning process
4 Discuss various ways to make plans effective
5 Distinguish between strategic planning, strategic management, strategy formulation, and strategy implementation
6 Explain the steps involved in the strategic planning process
7 Explain the formulation of corporate-level strategy, business-level strategy, and functional-level strategy
SELF-MANAGEMENT
Strategic Thinking
What do you want to accomplish with your life? To be successful, you need to be proactive, look ahead, anticipate change, and analyze opportunities. In other words, you need to plan and think strategically. This will help you to determine the potential impact of your actions on other individuals. As a result you will make better decisions.
Strategic thinking involves the gathering and use of data to make significant long-term decisions that will affect future business performance. This process requires examination of the mission, core functions and current performance of a business, the industry in which it operates, and the external environment. An important step in becoming a manager is to think strategically. For each of the following statements, circle the number which indicates your level of agreement. Rate your agreement as it is, not what you think it should be. Objectivity will enable you to determine your management skill strengths and weaknesses.
Almost Always
Often
Sometimes
Rarely
Almost Never
I set clear goals for myself.
.
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.
A New Way to Look at Setting Goals for Your BusinessAli Mayar
This document provides guidance on effective goal setting within organizations. It discusses the importance of goal setting for business results and employee development. It recommends that goals be SMART (specific, measurable, attainable, relevant, and timely), cascaded down from organizational to individual levels, and aligned across teams and functions. The document includes examples and worksheets to help readers practice writing SMART goals that support business strategies. It emphasizes limiting the number of goals per employee to focus effort, including both business and development goals.
Organisational strategy decisions such as those set out at the start of the year are usually long-term in nature. They involve big commitments of resources and ultimately, expectations of significant results that drive business growth.
But once you’ve set out your strategic goals for the year, how often should you go back to check your progress, evaluate performance, seek out new opportunities and make adjustments where necessary?
As important as it is to set your milestones and targets, it is also critical for your business success that you occasionally take a step back, ensure your strategy is working and see to it that there’s sustained organisational alignment with the business strategy. Doing this also presents you the opportunity to re-establish the focus on accomplishing your set-out objectives.
The key question to answer then is, how often do you step back to assess your strategic process?
In this deck, you will learn the intricacies of running an effective Quarterly Strategy Review. You will also learn;
• Why you should be deliberate about reviewing your strategy every quarter
• 9 critical questions your Quarterly Strategic Review will help you answer
• Key mistakes you should avoid for an effective Strategy Review Session
DubLi Network | Are you Working Hard or Working S.M.A.R.T?DubLi Network
To successfully achieve your goals, the process of working S.M.A.R.T has proven to be the most effective method. The system is simple and involves setting realistic and achievable goals under the SMART guidelines. Read our guide that explains how to turn dreams into reality.
Similar to Talking agility episode 1 - OKRs download (20)
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
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Talking agility episode 1 - OKRs download
1. OKRs explained
"OKRs" stands for Objectives and Key Results and were first developed by Andy Grove back in
the 1970s when he was president of Intel. Since then they have been used by organisations
such as Google, Atlassian and even Bono with huge success.
OKRs serve as a simple tool to help organisations achieve their goals by building specific and
measurable actions; as well as communicating and monitoring progress toward them on a
frequent basis - typically quarterly.
Put simply, objectives are WHAT you want to achieve; and by definition are significant,
concrete, action orientated and (ideally) inspirational.
Key results benchmark and monitor HOW we get to the objective. Effective key results are
SMART (Specific - Measurable - Actionable - Realistic - Time Bound). You shouldn't be left in
any doubt if you've either met a key result ror you haven't.
Usually a limit of three to five objectives is recommended for each cycle and objectives should
be tied to five or fewer key results.
At the end of the designated period you should declare the key result fulfilled or not. Most
organisations evaluate their key results on a scale of 0.0 to 1.0, where 0.6-0.7 is the desired
sweet spot.
Where an objective can be long-lived, persisting for a year or longer, key results evolve as the
work progresses. Let's look at an example...
Let's say we're a GM of a NFL team. I have one objective the WHAT: Be the most successful
team in the NFL
My objective has two key results (1) to win the super bowl (2) Fill the home stands to 90%
capacity - the HOW. If I fulfil both of these key results we're bound to be the most successful
team.
I then share my OKRs throughout the organisation and as a result, the head coach and the
President of Marketing; use my key results for their respective objectives. From here each line
coach and business units within the Marketing department will create similarly aligning OKRs;
and very quickly we've gained alignment and we're moving in the same direction.
What I like about the OKR framework over other traditional goal-setting techniques or
Management Based Objectives such as Balanced Scorecards and KPIs is that it's:
2. Simple and agile: Reviewing objectives regularly allows organisations to respond quicker to
changing market conditions. It's also a beautifully simple framework that isn't time consuming;
allowing organisations more time to pursue their goals rather than creating them.
Creates focus, clarity, alignment and stretching within an organisation: OKRs are made
public. Since they are transparent it helps ensure alignment throughout all levels and
departments in achieving the objectives and to ensure everyone is moving in the same
direction.
Bidirectional: Because OKRs are transparent, they can be shared without cascading them in
lockstep - unlike traditional goal-setting frameworks. Once strategic OKRs are set and
announced, teams and individuals build OKRs that align with these simultaneously. This creates
a much more efficient and effective process than cascade goal-setting models. It's
recommended that every team and individual create 50% of their OKRs
Encourages collaboration: OKRs make it easy to understand how every person in the
organisation has a critical role to play in achieving the strategic OKRs. Since everyone is
moving forward toward a common objective, it makes it clear that no one can accomplish the
ultimate goals alone.
If you're looking to introduce OKRs into your organisation be considerate of the following points:
1. It is expected that you won't achieve 100% of your OKRs
If your organisation achieves 100% of its OKRs, they are likely to be too easy and you need to
set more ambitious goals.
2. OKRs should never be used an employee evaluation tool
In order to have employees feel safe setting ambitious OKRs, they need to know they won’t be
negatively impacted if they don’t achieve every OKR.
3. Everyone needs to get on board
The commitment to OKRs as a goal-setting framework needs to be company-wide. The process
won’t work if only a portion of employees and management are committed.
4. The process needs to be lightweight
Don’t overburden the process with unnecessary meetings or documentation. Part of the allure of
the OKR process is that it is beautifully simple and lightweight.
5. Patience with your organisation as you learn the process
As with anything you do, it might not be perfectly executed the first time you try. Give yourself
and your organisation time to become proficient with the OKR process.
3. OKR setting workshop format
Prep time: 45 mins
Time: 120 mins
Setting OKRs: set the stage (5 min)
(Re-)introduce your team to the terminology and scoring system. Remind them that OKRs are
supposed to be "uncomfortable". They won't be negatively impacted for setting an ambitious
goal and missing it.
Does the whole concept make your team nervous? Good.
That means you're outside your comfort zone – the only place real growth can happen!
Setting OKRs: choose your objectives (30 min)
Pose the question "What are the most important impacts we need to make in the coming
quarter?"
Spend a few minutes brainstorming ideas on sticky notes and posting them on a whiteboard or
wall. Group similar ideas together. From there, distill your ideas down into 3 to 5 aspirational
objectives.
Objectives should be high-level, qualitative statements that are aspirational – not tasks or
granular outcomes.
Setting OKRs: identify your key results (60 mins)
How do you measure progress toward a qualitative goal that is inherently un-measurable? You
identify measurable outcomes that indicate you've achieved your objective.
For each objective, think about the results you would see (and can measure) if you reached it.
Again, these are not tasks. These are results.
Wrong: "Ship feature X by the end of the quarter."
Right: "Shipping feature X increases new user sign-ups by 10% this quarter."
Assign each KR an owner on the team. If a KR will require collaboration with another team,
great! Follow up with them afterwards and make sure they're on board.
4. Setting OKRs: stretch yourself (15 min)
Review the objectives and key results you've built out and ask whether they're ambitious
enough. If you feel totally confident you can hit a KR, increase the target by ~30% and create a
plan to try and hit it. If you're not at all sure you'll hit a KR's target, it's probably set just right.
Make sure the KRs are articulated such that they can be scored on a sliding scale. Hard
numbers and percentages work great here.
Also consider whether you have too many or too few Os and KRs. I've found that for a single
team of 7-9 people, three objectives with 2-3 ambitious key results each is about right.
Setting OKRs: agree on next steps (10 mins)
Ask your team if there are any loose ends to tie up before you go into execution mode. Any
placeholder numbers to firm up? Objectives you should share with other teams? Or people from
other teams to recruit as co-owners of a KR?
If you end this session with a lot of open questions, that's ok. Schedule a follow-up session in a
few days and task each KR owner with the task to update their KRs prior to the session, so you
that session with your OKRs baked and blessed.
Good luck!