O-goal

what do we want to achieve

KR - Key Result

How do we achieve

In 1954, Peter Drucker MBO

In 1976, Andy Ruff, Intel implemented OKR

In 1999, John Doerr brought OKR to Google

Start-ups

High-tech Internet companies

Knowledge-based service enterprise

business transformation enterprise

Support: Ensure high-level support

Question: Why do we need OKRs

Pilot: From which level of the company should we start implementing OKRs?

Plan: Implement an OKR implementation plan

promote good communication

Make organizations more agile

Focus on goals and priorities

Openness and transparency promote teamwork

Improve employee engagement

Innovative thinking and working methods

Structured Goal Setting System

Top priority

Most critical

Vertical decomposition

Horizontal collaboration

customer oriented

data oriented

open information

Continuous follow-up

Iterate quickly

Challenging

Commitment

Annual strategic OKR

Quarterly Tactical OKRs

Focus principle, no more than 3 OKRs

Each O corresponds to 2-5 KRs

Uncomfortable, the target is very difficult

Not the kind of job I used to do.

Although it is difficult, it is possible to accomplish it

Label priority

Natural ordering reflects priority

top down

bottom up

1 point: The result far exceeded expectations, an almost unachievable task

0.7 is the best score point. It is difficult and can be achieved with hard work.

0.3 points The extent to which we know we can definitely achieve it, with little or no help

0 points, no progress

OKR is not a legal document used as a performance evaluation

Included in the assessment, employees will set goals that are sure to be achieved

Create a culture of challenge and decouple OKR from performance

top down

bottom up

Based on insights

Confirm your choiceO

Determine KR against O

Check OKRs

Specific, Measurable, Attainable, Relevant, Time-bound

Definition: Why does the organization exist?

Long-term goal: 50-100 years

statement template

Definition: What you want to be

Mid-term goal: 5-20 years

statement template

Short-term goal: 1 year

four perspectives

three aspects

three principles

Customer requirements

Superior requirements

Operational shortcomings

professional development

Category 1

Category 2

Category 3

Category 4

Goals are generally described qualitatively, using words rather than numbers.

Clarify the direction of action and start with a verb

Scope of responsibility is controllable

It can be completed within the corresponding period

Goals should be challenging, not incremental goals

Concise: like a big headline or a slogan

KR1

KR2

KR3

OKRT structure

Ratio type (percentage)

Quantity type: revenue, cost, expense, etc.

Milestone type: time node

Subjective

Customer or superior evaluation: Satisfaction

3 basis

1 thought: After completing these KRs, can O be achieved?

Describe the results of achieving goal O

Describe the path to achieve goal O

Describe the milestone value of goal O

Follow up on goals with new confidence and possibilities

Higher/stronger/faster/better

Score OKR execution

Qualitative rating of how well recommendations meet expectations

inspire commitment to responsibility

Promote collaboration

Improve engagement

Building an Agile Foundation

Internal documents

Within the office area

Information system

Meeting preparation: environment creation, discussion methods, seating layout, meeting materials, random grouping

Main body introduction: The theme of the seminar-annual strategic OKR

Personal brainstorming: personal independent thinking recorded on sticky notes

Permutation and combination: Each person selects the most important post-it note and discusses the classification. The same categories are in one column.

Extract key words: extract keywords by column, and recite them to deepen the impact

Sort by importance: Results presented

Collective team creation

meeting preparation

clear rules

group meeting

Wisdom flows

Team members re-categorize the templates

Check according to OKR checkpoints

Step one: Host opens the show

Step 2: Department heads introduce OKRs one by one

Step 3: The host summarizes and changes the submission time

Step 4: Focus

stand-up meeting

weekly meeting

monthly meeting

Review meeting

Precautions

Feedback should be continuous

Feedback should be timely

Feedback should be specific

Feedback requires multiple perspectives

Feedback requires trust

Feedback should be kept private

S-Specific specific

Ask

Result/ImpactResult/Impact

Do

Recognition is the affirmation and appreciation of employees for achieving specific goals and behaviors at work, and this encouragement is used to reinforce the repetition of desired behaviors.

Can promote employees to increase their investment in work

Can improve the relationship between managers and employees

Can promote innovation

is an essential strategy for attracting and retaining employees

Recognition must be timely

Recognition must be comprehensive

Recognition requires full participation

Recognition requires specific facts

Recognition needs to discuss the impact

Recognition methods should be diversified

Recognition takes into account employees’ individual needs

OKR Ambassador Award

OKR Excellent Team Award

Teamwork Award

All Staff Recognition Award

Individual Timely Awards: Provide timely recognition to employees for their efforts and achievements.

Team Celebration Award: After the team has gone through a period of hard work and achieved major achievements, the manager organizes the team to celebrate

Excellent Project Award: Reward based on results

Innovation Breakthrough Award: Rewards are given based on the results of innovative breakthroughs