OKRs (Objectives and Key Results) is a technique to set targets (objectives) and achieve results in a team environment, introduced by Larry Page at Intel and used by Google, LinkedIn, Uber and many more.
Can you share your experience and key lessons learned? Saving Changes...
I helped a client in 2016 to introduce OKRs.
First 2 years it was an approach for a department of 10, bottom up with quarterly and annual OKR per member, reflecting on the departments goals. OKRs were shared on a whiteboard across the team.
2018 they extended it to the whole division, 120 people, 4 departments, it was top down based on a management workshop, with bi-monthly 'reviews' and it failed for trying to mix with command & control culture. Now 2019 they go back to quarterly/annual and no reviews but retrospectives.
- Command&Control vs. bottom up culture - OKRs go best with latter
- OKRs are best defined and committed by each employee, not top down
- OKRs are not personal targets for HR purposes (OKR = business progress, personal targets = improved capabilities)
- department OKR and management staff OKR not the same
- visibility of OKRs - not to everyone, but within team (staff may not set good individual challenges if publicised, German laws prohibit such h anyhow)
- team OKR on poster, signed
- OKR bottom up vs. top down (road map)
- frequency of re-checks quarterly / annually
- purpose as prerequisite for OKRs Saving Changes...