- a way to quantify instad of just qualifying
- a tool to answer: what are we trying to do? Are we actually working in that direction?
- give alignment, focus, visibility
Characteristics of good OKRs:
- From Company level, to Team level, to Personal level. From Annually to Quarterly.
- For alignment and visibility
- At least 60% of it should come bottom-up and be mutually-agreed
- Not: “I will make GMail a success”, but “I will launch GMail in Sep and have a million users by Nov”
- Graded at the end
- Grade KR in percentage, then average the numbers
- Good means 60~70% of OKRs met. Bad is less than 40%.
- Grades are not useful to assess performance
- Done per-quarter. Built on top of the annual OKRs. Done at personal, team, and corporate level.
- They are goals: they say where you want to go
- 3-4 objectives. No more!
- Should feel uncomfortable and should be uncertain whether you will succeed
- Key results
- They say what (you believe) needs to happen so to reach a goal
- 3-5 key results. No more!
- They should ensure you deliver on the objective
- They should be quantifiable
If you enroll OKRs at the beginning of the year, this timeline is realistic:
- November: Think about company objectives
- December: Communicate company objectives
- Beginning of January: Draft of OKRs with 1 iteration of negotiation
- January: Company meeting for presentation of company & team objectives
- Review OKRs 1 or 2 times per quarter with direct manager. Set a goal to review mid-quarter
- Beginning of April: grade Q1 OKRs, explain misses & hits, explain what you learnt about Q2
Suggested further readings:
This page was published on May 14, 2018