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OKRs are objectives and key results used to set goals at all levels of a company to unite everyone around a shared vision. OKRs are made famous by companies like Intel and Google that credit much of their success to OKRs. OKRs are set quarterly, public, and scored at the end of each quarter to assess progress and adjust goals if needed. The document then provides examples of how OKRs could be set at the company, director, and individual employee levels and how they align to measure progress towards shared objectives.

The document discusses goal setting and provides guidance on establishing effective goals. It explains that goals should be specific, measurable, achievable, realistic, and time-bound. The process of setting goals involves identifying potential goals, prioritizing them, writing them down, planning how to achieve them, pursuing them while monitoring progress, and evaluating if the goals were met. Both top-down and bottom-up approaches to setting goals can work as long as those responsible for the goals are involved in the process.

This document discusses Objective Key Results (OKR), a goal-setting framework that connects strategic goals to individual work. It describes OKR's characteristics like transparency, focus, priority, and motivation. OKRs represent a vision for the future, have objectives that are measurable and time-bound targets reviewed in 2-3 month cycles. They provide a structure from company vision down to individual employee goals to ensure strategic alignment.

The amended (for reading online) version of the slides from my presentation at UX Camp Brighton 2019 - https://www.uxcampbrighton.org/redux-2019 Before I started my new role at Madgex, I took the opportunity to run a few workshops to help plan out my first 90 days as successful as possible. This presentation details the output of the workshop and learnings I've had during my first 90 days.

When you’re building a company culture of success, using Human Resources OKRs is a great way to provide focus and align priorities with the rest of your company. If you’re looking for a basic introduction to OKRs, check out our Complete Guide to OKRs: https://7geese.com/okr-objectives-and-key-results-faqs/ Table of Contents: - Human Resources OKR Examples for Compensation and Benefits - Human Resources OKR Examples for Culture - Human Resources OKR Examples for Employee Retention - Human Resources OKR Examples for Hiring - Human Resources OKR Examples for Performance - Human Resources OKR Examples for Staffing and Training

Credentials presentation for SeriouslyCreative. About us, what we do it and what makes us passionate about it.

Japanese Culture - HO REN SO - PDCA cycle training is conducted by Anubha. She is training in quality to corporates on TQM, PDCA, Six Sigma, 5S, Culture for last 10 years www.prismphilosophy.com 919818446562 training@prismphilosophy.com

Whether talking about small, medium, or large companies or non-profits organisations, OKRs work the same for setting goals throughout many company levels. Discover more on our blog: https://jedisquad.com/the-okrs/

This document summarizes a study on the relationship between leadership styles and the maturity of continuous improvement (CI) initiatives in a healthcare organization. The study found that teams with a mix of transactional and transformational leadership styles achieved higher levels of CI maturity than those relying on a single style. Specifically, transactional styles were more effective at lower maturity levels while transformational styles worked better at higher levels of maturity. The study proposes that adopting a single leadership style will limit maturity, while a combination of styles across maturity levels can help organizations fully embed CI into their operations.

This short deck introduces the key concepts of Objective and Key Results (OKR). OKR is a goal driven management process that thousands of top companies use to engage staff and deliver exceptional performance

HBR case study, Driving towards a disruption, this is about to curriculum adopted by Harvard business school and top ivy management colleges of the world.

This is the presentation that we gave for CAS 2015 in Madrid. Partly theory about OKRs and partly an interactive exercise on making actions and scoring your OKR.

The document describes a 6-month learning journey program for new managers at Intuit that aims to: 1. Immerse new managers in monthly virtual and in-person sessions to practice desired leadership behaviors and skills. 2. Create an environment where managers learn from each other through peer relationships and receive candid feedback. 3. Continually measure the impact of the program and use data to improve it over time, ensuring it honors Intuit's unique culture. The goal is to help new managers accelerate their business impact, lead through Intuit's values, and promote a "One Intuit" mindset.

This document provides an overview of continuous quality improvement (CQI) principles and models. It discusses key concepts like quality, quality improvement, and quality improvement models including PDCA, FADE, PDSA, and Six Sigma. The core steps of CQI involve forming a team, defining clear aims and measures of success, understanding customer needs, testing changes using the scientific method, and continuously monitoring improvements. Commonly used CQI tools include fishbone diagrams, flowcharts, histograms, Pareto charts, and run charts. The goal of CQI is to turn thoughts into ongoing, incremental improvements through analysis and monitoring to ensure quality outputs.

Presentation of the OKRs AT THE CENTER book launch meetup 6th May 2020 together with Jeff Gothelf from Sense & Respond Press More on: https://okrs-at-the-center.com/ How OKRs can drive ongoing change in your organization! Changing the way you work with goals through concepts like OKRs has the potential to create important impulses for new ways of working in the whole organization. And yet many companies working with OKRs, fall short of their expectation. In this interactive session, authors Natalija Hellesoe and Sonja Mewes will share - how they themselves fell into the trap of high expectations - which aha moments led to taking a different approach to work with OKRs - and how proactive OKR System design and other ideas can help to successfully use OKRs

The document discusses Propeller, a tool designed to help teams achieve key results and improve performance through alignment, feedback, and problem-solving. It can guide teams by clarifying priorities, cutting through complexity, and crowdsourcing solutions. The tool allows teams to align on key results, provide feedback, recognize strengths, solve problems together, and track progress. It aims to increase engagement and accountability to accelerate results. Teams are advised to start by setting up profiles, establishing key results, inviting members, and consistently using features like feedback and solving issues collectively. The goal is to focus teams on achieving targeted outcomes.

Propeller is a success building team app - your guide to team success. Better than traditional project plans, this software does more - feedback, recognition, key results (better than OKR's), And Wisdom from the OZ Principle. Go to www.partnersinleadership.com/propeller and sign up for free.

This document outlines five key factors for successful deployment of Toyota Kata: 1) relevancy, 2) having the right people in the right roles, 3) close-in target conditions, 4) frequent and rapid PDCA cycles, and 5) purposeful coaching cycles. Advance groups are charged with actively monitoring and guiding the organization's kata deployment to achieve a "tipping point" where kata activities are embedded in everyone's daily work of managing processes and developing people. Keeping these five factors in play will help advance groups drive kata activities from being "something extra" to the "usual thing" that is done.