Transform your organization and get everyone pulling in the same direction by doing OKR’s better
The spiritual successor to KPIs (key performance indicators), OKRs, or objectives and key results, are rapidly gaining popularity and helping some of the world’s most successful businesses solve their strategic execution problems. However, some companies struggle with their implementation, finding that using OKRs as top-down directives changes little.
In OKR’s for All, Objectives and Key Results (OKR) expert Vetri Vellore delivers an impactful and actionable guide on how to use OKRs for more than a quarterly, executive-level review tool. You’ll discover how to roll out an OKR system that closes the gap between strategy and project, and starts at the bottom of your organization and helps managers and teams organize their daily decisions around shared and important goals.
You’ll find:
- A seven-part blueprint and framework to strategically put purpose at the center of your work, whether you are a CX, team lead, or individual contributor.
- How to build an OKR strike team, align your departments, manage your people, and roll out your new strategic OS.
- Valuable and implementable case studies from companies you know and love
- Best practices to follow and common pitfalls and mistakes to avoid when applying OKRs throughout your organization
Perfect for founders, executives, managers, and employees at organization of all sizes and in any industry, OKR’s for All will also earn a place in the libraries of consultants and professionals who serve these firms.
Author(s): Vetri Vellore
Publisher: Wiley
Year: 2022
Language: English
Pages: 305
City: Hoboken
Cover
Title Page
Copyright Page
Contents
Introduction
Why Now?
Creating Purpose-Driven Work for Every Employee
Building Cathedrals with OKRs
Who Is This Book For?
How This Book Is Organized
Part I OKR Foundations
Chapter 1 Core Concepts: What Are OKRs?
What Do OKRs Do?
OKR Basics: Objectives, Key Results, and Key Initiatives
How Objectives, Key Results, and Key Initiatives Fit Together
How OKRs Flow Through an Organization
Chapter 2 Why OKRs?
Using OKRs to Solve Modern Business Challenges
The Importance of Visibility and Alignment
Accelerate Business Growth
Chapter 3 The History and Evolution of OKRs
OKRs: A Timeline
OKR 1.0 “The Manual Era”
OKR 2.0 “OKR Software V1”
OKR 3.0 “Era of Connected Software”
The Future of OKRs
Chapter 4 OKR Misconceptions, Mistakes, and Myths
OKRs Are Only About Measurement
OKRs Are Only for Leadership
Common Misconception: OKRs Can Be Used Directly to Assess an Individual’s Performance
OKR Is a Rigid, All or Nothing Methodology
OKRs Work Only for High-Tech or High-Growth Organizations
OKRs Are a System of Control for Teams
OKRs and KPIs Are Interchangeable
Part II Applying OKR Principles
Chapter 5 Defining Your Objectives
Make Your Objectives Time-Bound
Start with the “Why”
Objectives Should Create Focus
Objectives Should Inspire
Committed and Aspirational Objectives
Objectives Should Create Balance
What Does a Good Objective Statement Look Like?
Chapter 6 Defining Your Key Results
Key Results Should Create Clarity
Outcomes over Outputs
What Does a Good Key Result Look Like?
Committed and Aspirational Key Results
The Process of Defining Key Results
Perform the Necessary and Sufficient Test
Chapter 7 Defining Your Key Initiatives
Key Initiatives Should Create Context
Key Initiatives in Practice
Chapter 8 Aligning and Cascading Your OKRs
The Right Number of Levels
Choosing Your Cascading Method
Aligning Across Departments and Teams
Team Alignment
Cross-Functional Alignment
Chapter 9 Writing OKRs: An Interactive Team Workshop
Pre-Workshop Checklist
Workshop Timeline
Chapter 10 The Most Common Questions About OKRs (and Their Answers)
What If We Don’t Reach 100% of Our Goals?
We Use Agile—Why Do We Need OKRs?
Chapter 11 Staying Focused and Tracking Progress
Scoring OKRs
Reporting and Asynchronous Communication
Asynchronous Communication and Dashboarding
Sharing Your Progress, Plan, and Problems
KPIs
Project Plan
Chapter 12 Wrapping Up and Reflecting on OKRs
Rules for Reflection
Chapter 13 Company OKRs
What Are Good Company OKRs?
Annual Company-Level OKR Examples
Quarterly Company-Level OKR Examples
Chapter 14 OKRs for Each Department
The Strategy and Operations Team
The Product Team
The Human Resources Team
The Sales Team
The Marketing Team
The Customer Success Team
Part III Running the Business with OKRs
Chapter 15 Expect and Prepare for a Challenge
OKR Rhythm Fundamentals: The Three Cs: Create, Check-In, Close
Chapter 16 Key Business Rhythm: Annual Planning
Key Business Rhythm: One to Three Months Before the Start of Next Year
Key Business Rhythm: One Month Prior to the New Year
Key Business Rhythm: The First Week of the New Year
Chapter 17 Key Business Rhythm: Quarterly OKR Planning
End-of-Quarter OKR Scoring and Reflections
Chapter 18 Key Business Rhythm: Monthly OKR Reviews
Chapter 19 Key Business Rhythm: Weekly Team Meetings
Chapter 20 Key Business Rhythm: 1:1 Meetings
Chapter 21 FAQs for OKR Check-Ins
Part IV Getting Started with OKRs
Chapter 22 Key Roles in Getting Started with OKRs
Executive Sponsor
OKR Champion
Team Manager
Individual Employees
The Human Resources Leader
Optional Role: Admin/IT
Chapter 23 A Step-by-Step Guide to Getting Started with OKRs
Step 1: Getting Started with the OKR Maturity Model
Step 2: Understand the Phases of OKR Rollout
Step 3: Put Together Your Project Plan and Communication Plan
Step 4: Coach Your Group on Developing Great OKRs
Step 5: Integrate OKRs into Your Business Rhythms
Brainstorming Exercise: Assess Your Current Rhythm
Building Out Your OKR Rhythm
Conclusion
Acknowledgments
About the Author
Index
EULA
