Objectives and Key Results (OKR): Difference between revisions

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* https://library.gv.com/how-google-sets-goals-okrs-a1f69b0b72c7
* https://library.gv.com/how-google-sets-goals-okrs-a1f69b0b72c7
* https://lattice.com/library/okr-101
* https://lattice.com/library/okr-101
** https://help.lattice.com/hc/en-us/articles/360061622193-Setting-Goals-With-Your-Team
** https://lattice.com/webinar/webinars-how-to-align-your-company-with-okrs
** https://lattice.com/webinar/webinars-how-to-align-your-company-with-okrs
** https://lattice.com/webinar/what-is-an-okr
** https://lattice.com/webinar/what-is-an-okr
** https://lattice.com/library/what-is-corporate-performance-management
** https://lattice.com/library/what-is-corporate-performance-management
** https://lattice.com/webinar/transparency-matters-how-to-build-a-culture-of-trust-in-your-organization
** https://lattice.com/webinar/transparency-matters-how-to-build-a-culture-of-trust-in-your-organization
** https://lattice.com/library/tip-for-making-goal-setting-work
** https://lattice.com/library/3-strategies-for-measuring-the-roi-of-hr
** https://lattice.com/library/how-to-monitor-and-measure-an-employee-growth-plans-progress
** https://lattice.com/library/how-performance-management-boosts-engagement
** https://lattice.com/library/how-to-get-executive-buy-in-for-okrs-and-goal-setting
** https://lattice.com/library/how-and-when-to-revisit-your-goals
** https://lattice.com/library/a-blueprint-for-performance-management
* https://getpocket.com/explore/item/against-metrics-how-measuring-performance-by-numbers-backfires
* https://getpocket.com/explore/item/against-metrics-how-measuring-performance-by-numbers-backfires


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=Internal=
=Internal=
* [[Leadership#Subjects|Leadership]]
* [[Leadership#Subjects|Leadership]]
=Overview=
* Provide a framework to '''focus''' efforts on what matters for the organization.
* Once the direction is clear, the framework helps with '''committing''' to priorities.
* Helps '''aligning''' the teams and connecting horizontally. Communication function. That is important for the OKRs to be published and visible.
* '''Accountability''' and '''measurability'''. We know where we are and we can course correct, in the current cycle and the next.
=TODO=
=TODO=
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* Relationship between OKRs and compensation. Ideally there should not be one.
* Relationship between OKRs and compensation. Ideally there should not be one.
* Relationship between OKRs and Jira epics.
* Relationship between OKRs and Jira epics.
* Output vs. outcome. Sounds like semantics.
* Output vs. outcome. Sounds like semantics. Search for "Should OKRs focus on output or outcomes?" in [https://lattice.com/library/okr-101 here].
* Horizontal vs vertical communication and connection.
* Horizontal vs vertical communication and connection.
* Render the company map and identify opportunities for horizontal collaboration.
* Render the company map and identify opportunities for horizontal collaboration.


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Latest revision as of 21:55, 15 November 2021

External

Books

Internal

Overview

  • Provide a framework to focus efforts on what matters for the organization.
  • Once the direction is clear, the framework helps with committing to priorities.
  • Helps aligning the teams and connecting horizontally. Communication function. That is important for the OKRs to be published and visible.
  • Accountability and measurability. We know where we are and we can course correct, in the current cycle and the next.

TODO

  • Difference between organization OKR and individual OKR.
  • Define visibility and transparence. Objectives and results must be publicly visible.
  • Relationship between OKRs and compensation. Ideally there should not be one.
  • Relationship between OKRs and Jira epics.
  • Output vs. outcome. Sounds like semantics. Search for "Should OKRs focus on output or outcomes?" in here.
  • Horizontal vs vertical communication and connection.
  • Render the company map and identify opportunities for horizontal collaboration.