Objectives and Key Results (OKR): Difference between revisions
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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= | ||
<font color=darkgray> | <font color=darkgray> | ||
Latest revision as of 21:55, 15 November 2021
External
- https://enterprisersproject.com/article/2021/4/okrs-explained-plain-english
- https://jeffgothelf.com/blog/what-is-an-okr-here-are-the-basics/
- https://hbr.org/2020/12/use-okrs-to-set-goals-for-teams-not-individuals
- https://library.gv.com/how-google-sets-goals-okrs-a1f69b0b72c7
- 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/what-is-an-okr
- 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/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
Books
- High Output Management by Andy Grove
- Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs by John Doerr
- OKRs At The Center: How to use goals to drive ongoing change and create the organization you want by Natalija Hellesoe , Sonja Mewes
- Radical Focus SECOND EDITION: Achieving Your Most Important Goals with Objectives and Key Results (Empowered Teams) by Christina R. Wodtke
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.