299:
company, team, and individual levels was inspired by the 2014 Google
Ventures Workshop Recording in which Rick Klau explains that OKRs exist at 3 levels. Subsequently, in November 2017, Klau clarified via twitter: “6- Skip individual OKRs altogether. Especially for younger, smaller companies. They’re redundant. Focus on company- and team-level OKRs.” Additionally, there is criticism that creating OKRs at multiple levels may cause too much of a
261:"OKRs are not everything" - Write OKRs that reflect the most important areas to make measurable progress rather than attempting to reflect everything you do. Distinguish OKRs from tasks and health metrics. Health metrics are monitored and important to track, but, unlike key results, they are not the focus for near-term improvement
240:
When coming up with key results, it is also recommended to measure leading indicators instead of lagging indicators. Leading indicators are readily measurable and provide organizations with an early warning when something isn't going right so they can course-correct. Conversely, lagging indicators
85:
Not only should objectives be significant, concrete, and clearly defined, they should also be inspirational for the individual, team, or organization that is working towards them. Objectives can also be supported by initiatives, which are the plans and activities that help to move forward the key
298:
OKRs were once typically set at the individual, team, and organization levels; however, most organizations no longer define OKRs for individual contributors as these OKRs tend to look like a task list and lead to conflating OKRs with performance reviews. The motivation for starting OKRs at the
228:
Considering this, OKRs are scored on a scale of 0.0 to 1.0, with 0.7 being the normal target for "aspirational" Key
Results (where the aim is to make as much progress as possible), and 1.0 being the expected target for "committed" Key Results (where the outcome is the delivery of a product or
93:
scale or with any numerical value (e.g. count, dollar amount, or percentage) that can be used by planners and decision makers to determine whether those involved in working towards the key result have been successful. There should be no opportunity for "grey area" when defining a key result.
224:
Doerr recommends that an organization's target success rate for key results be 70%. A 70% success rate encourages competitive goal-making that is meant to stretch workers at low risk. If 100% of the key results are consistently being met, the key results should be reevaluated.
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OKRs have helped lead us to 10× growth, many times over. They’ve helped make our crazily bold mission of 'organizing the world’s information' perhaps even achievable. They've kept me and the rest of the company on time and on track when it mattered the
255:"Crawl-walk-run" - Deploy OKRs piecemeal. Begin with pilot teams rather than a full-scale deployment across an entire organization. In the first cycle, emphasize learning about OKRs. Reserve the second cycle to explore how best to scale the program,
236:
since those objectives are, by definition, not action-oriented and inspirational. Words like "help" and "consult" should also be avoided as they tend to be used to describe vague activities rather than concrete, measurable outcomes.
934:
149:. The idea took hold and OKRs quickly became central to Google's culture as a "management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization".
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The key result has to be measurable. But at the end you can look, and without any arguments: Did I do that or did I not do it? Yes? No? Simple. No judgments in it.
52:
framework used by individuals, teams, and organizations to define measurable goals and track their outcomes. The development of OKR is generally attributed to
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Once planning and crafting OKRs is done, teams have the crucial task of managing their work effectively throughout the OKR cycle. Businessperson and author
995:
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258:"Outcomes, not output" - Write key results that mostly reflect outcomes (results) rather than output (amount of work delivered)
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are those metrics which can't be attributed to particular changes and so prevent organizations from course-correcting in time.
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130:, attended a course within Intel taught by Grove where he was introduced to the theory of OKRs, then called "iMBOs" ("Intel
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Measure What
Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
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recommends setting a weekly cadence to ensure progress toward the goals is achieved.
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Organizations should be careful in crafting their OKRs such that they don't represent
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431:
676:"Following Frat Party, Twitter's Jack Dorsey Vows to Make Diversity a Company Goal"
323:'s X-Matrix. OGSM however explicitly includes "Strategy" as one of its components.
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In her framework, Wodtke suggests answering the following questions every Monday:
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650:"OKR Case Studies & Stories - Learn from the best who have had success"
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82:(measurable success criteria used to track the achievement of that goal).
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feature, meeting a deadline, or a binary "done" or "not done" status).
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1019:"OKR vs Balanced Scorecard – Paul Niven Explains the Difference"
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in 2018. Grove's simple but effective concept is explained by
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27:
Framework used to define measurable goals and their outcomes
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In The Plex: How Google Thinks, Works, and Shapes Our Lives
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in the 1970s and documented the framework in his 1983 book
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What should the team prepare for in the coming four weeks?
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What are the most important things to get done this week?
192:, OKRs have found favor with several other similar large
78:(a significant, concrete, clearly defined goal) and 3–5
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in the 1970s. He later documented OKR in his 1983 book
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444:
179:, credited OKRs within the foreword to Doerr's book:
152:
Doerr published a book about the OKR framework titled
992:"Power of making a difference at work – Blog Article"
303:, something that OKRs in many ways intend to avoid.
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What is the team's confidence in achieving the OKRs?
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popularised the concept of OKR during his tenure at
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714:"Reflecting On One Very, Very Strange Year At Uber"
531:
1043:
1010:
501:"A History of Objectives and Key Results (OKRs)"
397:"A History of Objectives and Key Results (OKRs)"
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283:Are the team's Health Metrics in a good place?
248:, suggests 5 best practices for OKRs coaches:
89:Key results should be measurable, either on a
626:. Enterprise Gamification. 18 October 2017.
563:
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775:"GitLab: Objectives and Key Results (OKRs)"
252:"Less is more" - define a small set of OKRs
745:"6 things I learnt about OKRs @ Microsoft"
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353:Objectives, goals, strategies and measures
317:Objectives, goals, strategies and measures
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552:
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455:"What is an OKR? Definition and examples"
989:
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602:. Simon & Schuster. pp. 162–3.
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572:. Penguin Publishing Group. p. 31.
264:The only way to learn OKRs is to do OKRs
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667:
14:
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964:Wodtke, Christina (16 February 2014).
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874:"re:Work - Guide: Set goals with OKRs"
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330:frameworks, sitting somewhere between
945:from the original on 8 September 2022
884:from the original on 19 November 2021
785:from the original on 25 February 2022
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326:In addition, OKRs overlap with other
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1025:from the original on 8 February 2021
998:from the original on 8 February 2021
966:"Monday Commitments and Friday Wins"
755:from the original on 8 February 2021
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690:from the original on 8 February 2021
630:from the original on 8 February 2021
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990:Formgren, Johan (15 October 2018).
914:from the original on 13 August 2021
854:from the original on 13 August 2021
511:from the original on 29 August 2022
465:from the original on 24 August 2021
407:from the original on 29 August 2022
137:Doerr, who by 1999 was working for
86:results and achieve the objective.
24:
904:"Going from Good to Better Part 2"
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724:from the original on 20 April 2018
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25:
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145:, introduced the idea of OKRs to
933:Lamorte, Ben (29 October 2020).
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311:There is an overlap with other
56:who introduced the approach to
1017:Davies, Rob (9 October 2018).
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488:. Amazon Digital Services LLC.
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1:
674:Wagner, Kurt (27 July 2015).
382:
935:"5 mantras for OKRs coaches"
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828:: CS1 maint: url-status (
486:Step by Step Guide to OKRs
426:Wodtke, Christina (2016).
188:Since becoming popular at
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38:Objectives and key results
29:
359:Key performance indicator
348:Management by objectives
132:Management by Objectives
430:. O’Reilly Media, Inc.
244:Ben Lamorte, author of
534:High Output Management
530:Grove, Andrew (1983).
374:Goal Question Metric (
328:performance management
186:
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112:High Output Management
63:High Output Management
1052:Management frameworks
878:rework.withgoogle.com
332:performance indicator
181:
162:
844:"OKRs are not "BAU""
568:Doerr, John (2018).
428:Introduction to OKRs
154:Measure What Matters
32:OKR (disambiguation)
30:For other uses, see
994:. Its in the Node.
805:"How to score OKRs"
484:Maasik, Alexander.
246:The OKRs Field Book
365:Balanced scorecard
336:balanced scorecard
313:strategic planning
307:Similar frameworks
301:waterfall approach
194:tech organizations
175:and co-founder of
743:Chadda, Sandeep.
718:Susan Fowler Blog
609:978-1-4165-9658-5
234:business as usual
74:OKRs comprise an
16:(Redirected from
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970:Elegant Hack
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50:goal-setting
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949:8 September
789:25 February
759:9 September
624:"OKR Cycle"
319:(OGSM) and
124:salesperson
80:key results
1046:Categories
1029:3 December
1002:15 October
694:3 November
545:0394532341
383:References
334:(KPI) and
196:including
169:Larry Page
158:John Doerr
120:John Doerr
918:24 August
888:24 August
858:24 August
634:14 August
515:29 August
469:24 August
411:29 August
294:Criticism
210:Microsoft
118:In 1975,
76:objective
1023:Archived
996:Archived
943:Archived
912:Archived
882:Archived
852:Archived
824:cite web
783:Archived
753:Archived
728:19 April
722:Archived
688:Archived
628:Archived
596:(2011).
509:Archived
463:Archived
405:Archived
342:See also
198:LinkedIn
173:Alphabet
70:Overview
975:6 March
659:13 July
202:Twitter
98:History
48:) is a
1057:Google
779:GitLab
749:Medium
680:recode
606:
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355:(OGSM)
214:GitLab
190:Google
177:Google
147:Google
91:0–100%
1062:Intel
654:ZOKRI
361:(KPI)
184:most.
141:firm
128:Intel
107:Intel
58:Intel
1031:2018
1004:2018
977:2024
951:2022
920:2021
890:2021
860:2021
830:link
816:2024
791:2022
761:2020
730:2018
696:2015
661:2021
636:2019
604:ISBN
574:ISBN
540:ISBN
517:2022
505:Plai
471:2021
432:ISBN
413:2022
401:Plai
212:and
206:Uber
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376:GQM
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