OKRs, From Mission to Metrics
OKRs, From Mission to Metrics
How Objectives and Key Results Can Help Your Company Achieve Great Things
About the Book
What Intel, Google, Zynga, Linkedin, and Sears have in common? OKRs. OKRs translate a company's vision and strategy into a coherent set of performance measures. The three layers of organization: Dreams, OKRs, and To dos, offer a balance between long-term goals and short-term planning, between outcomes that are desired by the organization and actual performance KPIs that drive these outcomes, between harder and softer performance measures. Francisco Mello, founder of Qulture.Rocks, takes you through the history of using goals for management, from MBOs to OKRs, and presents OKRs with a constant focus on its key differences from older frameworks such as MBOs.
- What are OKRs?
- Why use OKRs in managing your company?
- Why are OKRs different?
- The Qulture.Rocks approach to OKRs
2 A brief history of OKRs
- Mace and goal setting
- Peter Drucker, George Odiorne and MBO
- Hoshin Kanri, or Policy Deployment, in Japan
- Andy Grove and Intel: iMBOs
- John Doerr, Google, and OKRs
3 A bit of goal-setting science
- Goal-setting theory, or GST
- Getting goals right
- 4 The current state of goal management
5 What’s different in OKRs
- Short cycles and nested cadences
- Bottom-up and top-down
6 Where do OKRs come from?
- The starting point: your mission
- The next step: strategy
- The final component: visions or milestones
- A case study: Amazon in 1995
7 The OKR short cycle
- Nested cadences, or cycles
- The short cycle
- To cascade or not to cascade? That is the question
- What happens after OKRs are set?
- Unfolding and aligning OKRs
- Results meetings
- Grading OKRs
- Running the debriefing
- 11 Most common mistakes
- Final note
- Appendix I: Using OKRs in software product teams
Appendix II: The Tensions of Getting OKRs Right
- Tension 1: Stretch x commit
- Tension 2: Accountability x learning
- Tension 3: Rigor x flexibility
- Tension 4: Input metrics x output metrics
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