John Doerr introduced OKRs (Objectives and Key Results) to Google back in 1999. In a ninety-minute presentation, he explained OKRs as:
“A management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization.”
Companies everywhere are seeking ways to improve the execution of their strategic objectives. The protocols vary from MBOs and KPIs, to BSC, to “waterfalls”, to OKRs and CFRs. The one thing each methodology has in common is the need for the right culture!
Can you imagine continuing a corporate practice that devoted eighty thousand manager hours to an antiquated process that accomplished nothing more than to alienate employees and contribute to attrition?
In his New York Times best-seller “Measure What Matters”, John Doerr defines OKRs as a powerful goal-setting methodology that helps to ensure that the company focuses on the same important issues throughout the organization
OKRs (Objectives and Key Results) compel senior management to identify those imperatives which will drive superior performance in their company. By the nature of their quarterly cadence of Objective setting, they force management to prioritize.