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GI OKR Training en 20190312

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This document discusses OKRs (Objectives and Key Results), a goal-setting framework used by many Silicon Valley companies to help teams communicate, measure, and achieve goals in an ambitious yet accountable way. It describes how OKRs originated from practices at Intel, and were later adopted by companies like Google, Amazon, and Microsoft. The document provides templates and best practices for implementing OKRs, including having 3-5 OKRs per quarter set at different management levels, with objectives stating where the organization is going and key results providing measurable targets. It emphasizes using OKRs to focus efforts, align teams, provide accountability, and encourage risk-taking and innovation.

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1 From good to great with OKRs How to reach the next level March 12th, 2019
2 OKRs Objectives & Key Results
3 Where is it from? John Doerr • Investor in Silicon Valley - ($12,5M invested in Google in 1999) • Shared the vision of Andrew Grove with +50 companies in Silicon Valley Andrew Grove • Founder / CEO Intel • « Father of OKRs » 1st to apply OKRs at Intel
4 A process called Objectives & Key Results to help communicate, measure and achieve goals, a team building process What is OKR? Objectives Key Results OKR For some, this is why Silicon Valley is leading the world. It made the success of Intel, Google, Microsoft, Amazon and many companies. • Objective à Where is the organization going? • Key Results (mesurables) à How to make it?
5 Coordinate actions of individuals and achieve great collective goals Focus on important goals, help us avoid being distracted by urgent but less important goals Fight procrastination OKRs
6 OKR Template
7 2 kinds of OKRs (like Google) Committed OKR Aspirational OKR Objective As measured by Objective As measured by Key Result 1 Key Result 1 Key Result 2 Key Result 2 Key Result 3 Key Result 3 Key Result 4 Key Result 4 Key Result 5 (max) Key Result 5 (max) Key Results must be measurable OKRs are made of short sentences
8 OKR features for operating excellence Collaborative, team building process Measurable, accountable Public, transparent Ambitious, uncomfortable Pairing quantity & quality
9 Do we work on the right thing? Does anybody know others priorities? If we remove this away this quarter, what happens? Is this what we need to pass the milestone? OKR questions
10 OKR superpowers 4 superpowers of OKRs 1. Focus & commit on priorities 2. Align & connect for teamwork 3. Track for accountability 4. Stretch for amazing Continuous Performance management: OKR & CFR CFR stands for: conversation, feedback, recognition Importance of culture (medium to spread OKR)
11 How to work with OKRs? 3 to 5 OKR per quarter per management level (cascade KR->O) 3 to 5 subOKRs per month 1-2 OKR per individual per quarter 1 key owner per OKR • Every week: • Progress evaluation by each owner • Every month: • Group evaluation • Every quarter: • Evaluation never canceled or late (Meeting on time) • Review & score • Reflection on experience
12 Not expected to be reached all the time (otherwise we are not setting them aggressively enough): 70% success is a good measure We will allocate budgets & resources where we make progress OKRs review & score 0 to 0.3 0.4 to 0.6 0.7 to 1 Failed We made progress but fell short of completion Delivered Committed OKR regarding sales & product releases must be 1.0, otherwise it is failed
13 Focus on the big rocks Be ambitious Stretch for amazing – push frontiers The best idea wins, not the best title In God we trust, all others must bring data Do not brake. It’s not easy to reaccelerate ! No carrots & sticks but a common sense of purpose Enable risk taking, spur innovation and drive performance & productivity Esprit de corps, all about the team, the company The culture we create
14 www.giokr.com Thank you

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GI OKR Training en 20190312

  • 1. 1 From good to great with OKRs How to reach the next level March 12th, 2019
  • 3. 3 Where is it from? John Doerr • Investor in Silicon Valley - ($12,5M invested in Google in 1999) • Shared the vision of Andrew Grove with +50 companies in Silicon Valley Andrew Grove • Founder / CEO Intel • « Father of OKRs » 1st to apply OKRs at Intel
  • 4. 4 A process called Objectives & Key Results to help communicate, measure and achieve goals, a team building process What is OKR? Objectives Key Results OKR For some, this is why Silicon Valley is leading the world. It made the success of Intel, Google, Microsoft, Amazon and many companies. • Objective à Where is the organization going? • Key Results (mesurables) à How to make it?
  • 5. 5 Coordinate actions of individuals and achieve great collective goals Focus on important goals, help us avoid being distracted by urgent but less important goals Fight procrastination OKRs
  • 7. 7 2 kinds of OKRs (like Google) Committed OKR Aspirational OKR Objective As measured by Objective As measured by Key Result 1 Key Result 1 Key Result 2 Key Result 2 Key Result 3 Key Result 3 Key Result 4 Key Result 4 Key Result 5 (max) Key Result 5 (max) Key Results must be measurable OKRs are made of short sentences
  • 8. 8 OKR features for operating excellence Collaborative, team building process Measurable, accountable Public, transparent Ambitious, uncomfortable Pairing quantity & quality
  • 9. 9 Do we work on the right thing? Does anybody know others priorities? If we remove this away this quarter, what happens? Is this what we need to pass the milestone? OKR questions
  • 10. 10 OKR superpowers 4 superpowers of OKRs 1. Focus & commit on priorities 2. Align & connect for teamwork 3. Track for accountability 4. Stretch for amazing Continuous Performance management: OKR & CFR CFR stands for: conversation, feedback, recognition Importance of culture (medium to spread OKR)
  • 11. 11 How to work with OKRs? 3 to 5 OKR per quarter per management level (cascade KR->O) 3 to 5 subOKRs per month 1-2 OKR per individual per quarter 1 key owner per OKR • Every week: • Progress evaluation by each owner • Every month: • Group evaluation • Every quarter: • Evaluation never canceled or late (Meeting on time) • Review & score • Reflection on experience
  • 12. 12 Not expected to be reached all the time (otherwise we are not setting them aggressively enough): 70% success is a good measure We will allocate budgets & resources where we make progress OKRs review & score 0 to 0.3 0.4 to 0.6 0.7 to 1 Failed We made progress but fell short of completion Delivered Committed OKR regarding sales & product releases must be 1.0, otherwise it is failed
  • 13. 13 Focus on the big rocks Be ambitious Stretch for amazing – push frontiers The best idea wins, not the best title In God we trust, all others must bring data Do not brake. It’s not easy to reaccelerate ! No carrots & sticks but a common sense of purpose Enable risk taking, spur innovation and drive performance & productivity Esprit de corps, all about the team, the company The culture we create