Introducing OKRs
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Transcript of Introducing OKRs
Introducing OKRsFixing our goals process
OKR• Objective
• An achievement target to work toward
• Ambitious and slightly uncomfortable
• Key Results
• Evidence the objective is achieved
• Quantifiable (metrics identified)
• Independently gradable.
Example Team OKRObjective: Improve company’s technical brand
Key Results:!
• Launch company technical blog and get 2 articles indexed by Google with 30 unique visits first quarter of launch
• Every member participates in Austin on Rails or Cafe Bedouin; achieve 20 touch points
• Promote via Twitter; 4 posts per week with 5% interaction.
Example Dev OKR
Objective: Improve company technical brand
Key Results:!
• Write two blog posts each with minimum word length 600.
• Attend 4 off-hours technical meet-ups.
OKRs are Graded
• .6 - .7 is target; a 1 should be a real stretch
• key results graded and averaged for objective grade
• scoring reinforces commitment to objectives
• when low grades are given, evaluate whether worth continuing/doing and/or how to do better
Transparency
• OKRs and their grades are public and historical
• Everyone at the company should know the team’s OKRs and individual OKRs
• Use intranet wiki for documentation
Why OKRs
• Disciplines work and work planning (eye on the prize, focused coordinated team and organization)
• Communicates intentions (everyone knows what’s important)
• Establishes key performance metrics for progress (eliminating subjectivity)
OKR Process• Team or individual drafts OKRs
• Present OKRs to stakeholders/manager
• Negotiation of key results
• Agreed upon and documented
• Periodic check-in to grade incremental progress
• Final grade via 1:1 or team meeting
Set OKRs quarterly and
yearly
For best results, the whole company should do them.
!
But we’ll start changing the DNA at the grass roots.
Assumptions
• Discretionary bonuses are not solely decided by OKR grades.
• Performance reviews are independent of OKR grades.
• Reward, but do not overly punish for aggressive OKRs.