It is said that OKRs (Objectives and Key Results) is a simple methodology with a simple language. There are no hard and fast rules, and there is no GAAP (Generally Accepted Accounting Principles). So, much of what has been written of OKRs, taught by consultants, and espoused by OKR Software providers, is open to interpretation. As a result, we have misinterpretations, misunderstandings, and outright “Myths” about the process.
This series of blogs will debunk many of the most prevalent misconceptions.
OKR Myth #3: OKRs have many requirements, and you must learn many new rules.
Hopefully, the intro to this article dispels Myth #3. OKRs (Objectives and Key Results) is a simple goal-setting methodology. There truly are only two major components Objectives and Key Results; Objectives representing the “What” you want to accomplish, and Key Results reflecting the “How” you will accomplish and measure the goal.” Simple.
In “Measure What Matters,” the author, John Doerr refers to OKRs as an “open source framework.” The beauty of OKRs is that they are adaptable to virtually any organization and allow companies to customize the protocol as necessary to fit their business model. Larry Page, co-founder of Google perhaps says it best, “take OKRs as a blueprint and make them yours.”
Obviously, there are best practices and examples of how OKRs have worked for other organizations. The secret sauce is determining the needs of your company at a point in time and implementing OKRs in the most pragmatic manner possible.
Do you need greater alignment, focus, employee engagement? Can a revised goal-setting cadence increase urgency? Take the framework and adapt it to your situation.
Do you manage a company or teams (either as a CEO, a senior executive, a middle manager or even a front-line manager)? Do you set and track objectives? Does aligning employee performance to business goals matter, and are you responsible for driving results? If so, please check out a live demo of Atiim OKR & Goals Management Software and we’d love to hear what you think about it. Thank you!