In the What You Need to Know series, we’ll be addressing many of the most commonly asked questions regarding OKRs. In this first installment, we’ll discuss how OKRs differ from KPIs, and how they’re complementary.
You’ve read “Measure What Matters,” John Doerr’s New York Times bestseller. Perhaps you’ve also viewed Rick Klau’s YouTube video, “How Google Sets Goals.” You’ve researched companies such as Google, Intel, Intuit, and LinkedIn to see how they use OKRs (Objectives and Key Results) to drive superior execution.
For many companies, the failure to align represents the single greatest challenge to strategy execution. In an HBR study, over ninety percent of employees do not fully understand the company’s goals, or what’s expected of them.
In his New York Times bestseller, “Measure What Matters,” author John Doerr defines OKRs (Objectives and Key Results) as “a management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization.”
OKRs (Objectives and Key Results) have become the modern-day goal-setting methodology of choice for many companies today. Even more companies are contemplating the protocol to improve strategy execution.
OKRs, in and of themselves are never enough. In his New York Time bestseller, “Measure What Matters,” author John Doerr, the “godfather of OKRs,” introduces CFRs as the logical adjunct to OKRs, “Together they (OKRs and CFRS) capture the full richness and power of Groves innovative method.
There are times in the life of every organization when the CEO needs to mobilize the workforce, to get everyone focused, pulling in the same direction, working together collaboratively, executing flawlessly.
In his New York Times bestseller, “Measure What Matters,” author John Doerr emphasizes the fact that OKRs (Objectives and Key Results) are not static. Unlike annual MBOs, they are not of the “set ’em and forget ’em” variety. OKRs can be adapted over time, even deleted should conditions dictate.