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.
In “Measure What Matters” author John Doerr tells us that Google employs two types of OKR goals; Committed and Aspirational. Committed goals should be realized at 100% achievement, 100% of the time. Aspirational, or stretch goals, have very different expectations.
CEO’s consider alignment for strategy execution one of their greatest challenges. Consider that recent studies indicate only 7% of employees understand how their role and their work contribute to the company’s strategic objectives.
In the summary of his book “Measure What Matters”, John Doerr says of OKRs (Objectives and Key Results):
“This system works provided the leadership of the company embraces it. If the CEO of the company doesn’t believe in OKRs, I suggest you not implement them...”
The annual performance review is either dead or on life-support in most corporations, replaced by continuous performance management practices and performance conversations. When coupled with OKRs (Objectives and Key Results) the performance conversation creates a powerful continuous improvement cycle.