14 Reasons Why Prominent Brands Rely on Okrs
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Getting Started with Objectives & Key Results (Okrs)
E-Book Getting Started with Objectives & Key Results (OKRs) Best Practices for Implementing OKRs in Your Business “Ideas are precious, but they’re relatively easy. It’s execution that’s everything.” John Doerr, Partner at Kleiner Perkins Caufield & Byers 2 Table of Contents Introduction 4 The Basics. What are OKRs? 5 The Right Fit. Are OKRs Only Useful for Certain Organizations? 8 Setting OKRs. Where to Start? 9 A Closer Look. How Did John Doerr Explain OKRs? 11 More OKR Examples 12 Cadence. How Often Should OKRs Be Set? 14 Teams. How Do OKRs Engage a Multi-Generational Workforce? 16 Measurement. How Should OKRs Be Scored (or Should They)? 18 Human Resources. How Do OKRs Work with Performance Management? 19 Potential Issues. How Can Enterprises Address Them? 21 Input and Tracking 22 Next Steps. How Do Organizations Extend OKRs? 23 About BetterWorks 24 3 Introduction Since the 1950s, business leaders have embraced a variety of management techniques designed to improve employee performance. Peter Drucker introduced Management by Objectives (MBOs), a process during which management and employees define and agree upon objectives and what they need to do to achieve them. In the early 1980s, S.M.A.R.T. goals and Key Performance Indicators (KPIs) became popular methods for organizations to set objectives. Then in 1999, John Doerr introduced Objectives – Key Results (OKRs) to Google, a model he first learned about at Intel, and revolutionized goal setting. Today, OKRs are a de facto standard for aligning company and individual goals. A management methodology that helps businesses focus effort on the same important issues throughout their organization, OKRs have been cornerstones to improving operational excellence at industry leaders such as Intel, Oracle, Google and others. -
Okrs, from Mission to Metrics
OKRs, From Mission to Metrics How Objectives and Key Results Can Help Your Company Achieve Great Things Francisco Souza Homem de Mello ISBN 978-0-9904575-7-2 © 2016 - 2019 Qulture, Inc To all my partners in crime at Qulture.Rocks. Q-Players, you guys Rock! CONTENTS Contents Preface ........................... i 1. Introduction ...................... 1 What are OKRs? .................... 2 Why use OKRs in managing your company? . 5 Why are OKRs different? ............... 9 2. A brief history of OKRs ................ 10 Mace and goal setting . 12 Peter Drucker, George Odiorne and MBO . 15 Hoshin Kanri, or Policy Deployment, in Japan . 18 Andy Grove and Intel: iMBOs . 20 John Doerr, Google and OKRs . 22 3. A bit of goal-setting science ............ 24 Goal-setting theory, or GST . 25 Getting goals right ................... 27 4. The current state of goal management ...... 30 5. What’s different in OKRs .............. 35 OKRs, From Mission to Metrics | Qulture.Rocks CONTENTS Compensation ..................... 36 Short cycles and nested cadences . 39 Transparency ...................... 40 Bottom-up and top-down . 41 Moonshots ....................... 42 6. OKRs and strategy ................... 43 Vision and mission . 45 Strategic OKRs ..................... 53 Annual OKRs ...................... 57 7. The OKR short cycle .................. 59 Nested cadences, or cycles . 60 The short cycle ..................... 62 8. Planning ........................ 64 To cascade or not to cascade? That is the question . 66 Unfolding and aligning OKRs . 73 9. Monitoring ....................... 85 Results meetings .................... 86 10.Debriefing ....................... 92 Grading OKRs ...................... 93 Running the debriefing . 96 11. Most common mistakes ............... 97 12.Bibliography ...................... 104 OKRs, From Mission to Metrics | Qulture.Rocks CONTENTS Acknowledgements ................... 107 Final note ......................... 108 OKRs, From Mission to Metrics | Qulture.Rocks Preface This is a great time to write about OKRs. -
Measure What Matters
1 BOOK SUMMARY: Measure What Matters By John Doerr 02 Abstract John Doerr is no ordinary venture capitalist. In 1999, he invested $12 million in a start-up with amazing technology and ambitions, but no real business plan… That start-up was Google. To get Google on track, John introduced a revolutionary approach to goal setting known as OKRs – Objectives and Key Results. John had seen first-hand the power of OKRs when they helped transform Intel in the 1980s. OKRs have since become integral to Google’s management approach, helping its 70,000 plus employees to be focused, aligned, accountable and constantly reaching forward for the next big thing. Following in the mighty footsteps of Intel and Google, John has since introduced OKRs to more than 50 companies, helping tech giants and charities alike to smash their goals. In his book, Measure What Matters, John explains what OKRs are and how to use them. He goes on tell a handful of behind the scenes stories from companies that have been supported and transformed by their use. www.samewave.com 03 Contents Abstract .................................................................................... 02 Contents ................................................................................... 03 What do others say about the book? ..................................... 04 What do others say about OKRs? ........................................... 04 What are OKRs? ....................................................................... 05 What are Objectives? .............................................................