At , we’ve been in the OKR software market for over 10 years. We’ve developed a goal management solution to empower your teams to work toward the right business metrics through the OKR methodology.
This guide provides you with the most important elements of the framework so businesses can move forward, grow, and lead with confidence.
Set and track OKRs in OKR software with built-in examples, guided OKR Wizard, color-coded tracking, and visual dashboards. Stay focused – achieve goals.
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This bottom-up alignment gives teams ownership of the Company Key Results, contributing to the Company Objective as progress is made on team OKRs during the quarter.
The Objectives and Key Results framework didn’t appear all of a sudden, and other goal management techniques had been used before such as MBOs, SMART goals, and KPIs.
Started providing OKR Software more than 10 years ago and has been used by thousands of companies to run their OKR process.
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In 1954 Peter Drucker formed the technique, Management By Objectives (MBOs), which grew in popularity thanks to its success in helping businesses as well as Drucker’s book,
In the 1970s Andy Grove, CEO at Intel, took the idea of Objectives and merged them with Key Results to create what we now know as OKRs. He called them iMBOs (Intel Management by Objectives),
Within the next few years, John Doerr learned the methodology from Andy Grove and introduced OKRs to Google. Doerr’s simplified formula: I will (Objective) as measured by (this set of Key Results).
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As an outcome-driven framework, OKR management famously helped Larry Page and Sergey Brin to take Google to new heights, and thousands of companies have learned to leverage the principles of the method ever since.
OKRs have helped lead us to 10x 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 most. Larry Page, Co-Founder of Google
Today, leaders in LinkedIn, Twitter, Slack, Spotify, Uber, and Microsoft use the methodology to communicate improvement priorities across the company and align the teams to move in the right direction.
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In OKR software we offer features to help teams write better OKRs, sign up for a 14 day trial and test the OKR wizard, or use example data and immediately start working toward those goals.
A Company Objective should be a high-level improvement area that several teams can contribute to through their daily work and longer term projects.
It should be broad in the sense that teams can brainstorm impactful team OKRs, yet specific enough to provide a clear direction for the quarter.
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Team Objectives are inspirational goals aligned with the overarching company direction. They should give the team purpose, a sense of urgency, and focus.
A team (as a group of people working towards the same outcomes) should be responsible for writing their collaborative goals. Starting with writing a good objective, a team would need to answer the questions:
Key Results are the measurable outcomes that represent a valuable change in the business – indicating how close to reaching the objective you are.
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For example, if you complete 3 bigger projects, what kind of immediate business impact do you expect to see during that quarter? That would be the desired outcome.
If you set an Objective and you can’t think of any ideas to help you achieve it, then it is not actionable. While writing your OKRs, discuss what initiatives will help drive the Key Results forward. This way you will see if this goal even makes sense.
Now that you understand how to write good Objectives and Key Results, let’s take a look at some team examples to level up your learnings.
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As you’re drafting OKRs for a new quarter in your team, we know how helpful examples can be to spark new ideas. So rather than searching the internet, we’ve included them in OKR Software!
Simply go to your Quarterly Objectives dashboard, click to add a new objective, then choose “see examples” to review hundreds of examples for different teams! This sample data is easily customizable, so you can change, edit, and tailor to your team needs as your discussions continue.
As you’re now familiar with the methodology and how to write good OKRs for your team, it’s time to execute your goals.
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Without the right process, the Objectives and Key Results methodology can quickly become just like any other goal setting technique – abandoned due to unrealistic expectations. So, to help guide your journey – let’s take a look at the process behind a successful quarter.
At the beginning of a quarter, teams will plan their OKRs. Start by analyzing your role as related to the big picture company Objective. From there, solidify your OKRs based on what your team feels will yield the biggest impact for a new quarter.
Setting OKRs in dedicated software is the easiest way forward, simply choose your team, then add the Objective and Key Results with beginning and ending target points with custom metrics.
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OKR software is especially helpful for goal alignment. For example – linking team OKRs to the company Objective will make tracking much easier during the quarter. Visualize how teams contribute to the big picture.
As weeks progress, focus stays on the OKRs, but moves to the “how” stage. What will individuals do in order to move progress each week?
Execution Meetings: Otherwise known as sprint planning, these happen every other week. Everyone shares the most important plans for the next 2 weeks, and in the following meeting discuss whether those were delivered or what got in the way of completion. This holds people accountable and opens up the conversation for other teams to chime in ideas or other points of discussion.
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OKR progress update: On the 2nd week (and every other thereafter) all teams should come together and share OKR progress – give your best interpretation of why things are, or are not progressing.
Team OKR Check-Ins: Your team OKR check-ins happen each week, it’s a quick 15-20 minute meeting where teams meet to reflect on the progress of their OKR, and set new priorities for the upcoming week. Also discuss the progress of weekly plans, results, and lessons learned.
Every month, the company should hold an OKR review. This is a time for asking questions from teams outside your own and moving forward with clarity.
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By connecting Company and Team Objectives, employees are more in-tune with where priorities lie. Aligning daily tasks with strategic goals helps everyone understand how a teams daily activities satisfy the company vision.
All the team members understand how their Key Results contribute to the Company Objective, which makes it easier for that Key Result to remain top of mind during the quarter.
It is not enough to write down a company’s goals and teams’ OKRs in a shared digital workspace and expect everyone to be on the same page. The framework assumes proper alignment with it’s hybrid approach: top-down and bottom-up.
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Leadership should explain and clarify the company-level direction so that the teams have enough input to write their OKRs for a quarter.
Once teams have drafted their OKRs, they may decide to present them to the rest of the company and answer questions that might come up.
Before finalizing the OKRs for a quarter, teams also figure out dependencies with each other. This helps companies move forward toward a more connected culture with collaborative efforts.
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Each team works towards their own OKRs as a group, and get together on a weekly basis for a quick team check-in meeting to make sure their staying on track – this could be apart of your regular team meetings.
Apart from the regular progress update and staying in sync, the point of these meetings is to ensure regular exchange of information that will improve mutual understanding, and build trust.
Quarterly Objectives on the company level should be broad enough so that several functional teams can approach them from their different angles, but also specific enough so that there is a common direction.
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Three months is enough time for a team to deliver valuable outcomes. During this time they will learn what works best and adjust their focus areas for the next quarterly cycle.
On a quarterly cycle, teams have four chances per year to respond to real world changes. Unlike with annual reviews where teams realize they’ve been on the wrong path for a year.
KPI stands for Key Performance Indicators. KPIs are a unit of measure that companies use to track business metrics that reflect performance.
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OKR stands for Objectives and Key Results – it’s a goal management methodology that encourages businesses to define improvement areas and drive changes.
KPIs don’t tell you what needs to be changed or improved to drive the growth of your business metrics whereas OKRs help you clearly see how your business metrics relate to your daily work.
That isn’t to say your company can’t use KPIs. In fact, many companies use KPIs and OKRs together. OKRs are set alongside KPIs to help measure the impact of your performance metrics.
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