The Executioner's Tale

Objectives and Key Results is the goal setting framework used at companies like Google, LinkedIn, and Intel. John Doerr, partner at KPCB, passed on Objectives and Key Results to Google helping them grow from 50 to 50,000 people. This is the complete guide to OKRs, containing everything you need to know (even exclusive slides and examples from Doerr himself.)

Do you know what’s the one thing in common in Google, Linkedin, Intel, Zynga, Oracle, Twitter and Sears? What’s behind the success of aligning their people and teams to work as one towards set goals? It’s the magical acronym OKR – Objectives and Key Results. All of them use it and love it. Today we’re introducing OKR support also in Weekdone team collaboration software.

What are the differences between KPI and OKR frameworks? OKRs identifies the main objective as well as the key results — the framework and the way to get there. To achieve the objectives identified with OKR, teams must establish measurable actions to take in order to achieve high-level goals. OKRs are often highly ambitious and are designed to align and push the company into full-gear as a cohesive unit, but also give individual contributors autonomy, which encourages innovation on the road to goal achievement.

This document introduces Objective and Key Results (OKRs) and provides guidance on how to effectively implement them. It discusses how OKRs originated at Intel and Google and have become a best practice for goal setting. Key aspects of OKRs covered include focusing on measurable results, encouraging ambition, facilitating alignment, and promoting transparency. The document provides examples of properly structured OKRs and emphasizes balancing quantitative and qualitative metrics. It outlines best practices for cascading OKRs from the board to teams and separating OKRs from initiatives. The presentation concludes by recommending next steps for rolling out OKRs, including using planning sheets, training, and software.

Keep your employees Focused, Motivated and Aligned. OKRs make workflow transparent, synchronized between teams and concentrated on the common goal Our OKR Book includes all the things you need to know about OKR, answers to common questions and comments from seasoned HR-consultants. It will help you understand the OKR framework and how to implement it in your company.

Objectives and Key Results (OKR) is a collaborative goal-setting framework. They are used by teams and individuals to set challenging, ambitious goals with measurable outcomes. 

OKRs push organizations to achieve ambitious goals and coordinate efforts across teams. They provide transparency around priorities and allow for flexibility. Google uses OKRs to help communicate goals and measure progress. They distinguish between "committed" and "aspirational" OKRs, with committed OKRs expected to be fully achieved and aspirational OKRs having an expected average score of 0.7. OKRs originated from Peter Drucker's work on management by objectives (MBO) and were developed further at Intel by Andy Grove. OKRs improved on MBOs by including specific metrics ("key results") and making the process more transparent, bottom-up, and flexible.

This document provides an introduction to Objectives and Key Results (OKRs), a process used by companies like Intel, Google, and Microsoft to help teams communicate, measure, and achieve goals. It discusses how OKRs can help teams focus on important priorities, avoid distractions, and fight procrastination. The document outlines the OKR template, describes features like being collaborative, measurable, public and ambitious. It provides questions to consider when setting OKRs and discusses superpowers like focus, alignment, tracking and stretching. Tips are provided on setting OKRs at different management levels and timeframes and evaluating progress. The importance of culture in implementing OKRs is also emphasized.

The document discusses using OKRs (Objectives and Key Results) to align goals across different levels of an organization from top-down and bottom-up approaches. It provides examples of setting stretch OKRs at Google to develop Chrome browser reaching 20 million users and YouTube reaching 1 billion hours of daily watch time. Achieving ambitious stretch OKRs requires failing and learning from mistakes, adapting goals over time, and maintaining focus on the long-term objective.

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

Creating OKRs is one step in the entire cycle of priority and goal planning within an organization. This deck focuses on 5 main aspects of what makes an OKR great: 1. What goes into a great starting criteria to create a single OKR 2. An understanding of what a great OKR is not as it’s important to understand what not to do, to make sure you’re not going into something blind. 3. How great OKRs come from the right metrics or key performance indicators that match your culture. 4. How you can ensure you’re translating tasks into results and planning out supporting projects properly. 5. And how to get an idea of how you plan to assess progress once it’s all over.

Learn how to execute effectively your strategies via the OKR (Objectives and Key Results) system in your organization Schedule in a free Strategy call with me: https://calendly.com/flowyteam/30min Contact me for more information on OKRs: https://www.linkedin.com/in/dirk-schmellenkamp-okr-kpi/ #okrcoach #okrcoaching #okrs #okr

https://www.wrike.com/blog/tag/okr/ - OKR (Objectives and Key Results) is a planning and goal setting technique made famous by Intel and Google. OKRs represent aggressive goals and define the measurable steps you’ll take towards achieving those goals. This presentation walks you through why and how you can use OKRs to power your business.

OKR (Objectives & Key Results) is used by companies like Google, LinkedIn and Intel. It enabled them to achieve tremendous results. It can enable you to achieve the same. Businesses and organizations have many things to get done. That requires you to focus on the essentials and be extremely goal-oriented. OKR is a great managent framework that enables you to do just that. Perdoo makes it easy for organizations of all sizes to manage and measure their progress towards common goals, improve decision-making, and streamline execution. Check our FUTURE OF WORK BLOG and learn more about OKR www.perdoo.com/blog

Learn everything you need to know to get started with Objectives and Key Results. How to implement them, what you should pay attention to, and how the methodology is being applied in Europe today.

This document provides an overview and introduction to OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google. It discusses how OKRs can help ensure an organization focuses its efforts on the most important issues. OKRs consist of objectives, which are important goals, and key results, which are metrics to track progress towards objectives. Using OKRs can increase employee engagement, focus efforts, and drive better performance by promoting alignment, transparency, accountability and stretch goals. The document highlights four "superpowers" OKRs can provide: focus and priorities, alignment and teamwork, accountability through tracking, and achieving amazing results through stretch goals.

Slides from my talk during Agile2016. Although we have been using Agile mindset and processes tactically, when it comes to strategy and goal setting the waterfall command&control mindset is still the norm. Most organizations are still using an annual, waterfall, top-down process to create a static set of goals that conflicts directly with Agile. This talk shows how to define agile goals using OKR (Objectives and Key Results), the goal setting framework adopted by Google, Twitter, LinkedIn and Dropbox.

OKRs are a management technique that connects company, team, and personal objectives to measurable results. OKRs help employees stay focused on the vision and goals of the organization. They provide clarity on what is expected of employees and keep objectives front of mind. OKRs have two parts - Objectives, which are qualitative statements of ambition, and Key Results, which are quantitative metrics to measure progress towards the Objectives. Implementation of OKRs involves setting 3-5 Objectives at a time with no more than 3 Key Results per Objective. Objectives should be ambitious but contribute to overall organizational goals. Regular review of progress, such as monthly or quarterly, helps ensure OKRs remain active priorities.

OKR é um framework para definir metas utilizado no Silicon Valley que usa objetivos qualitativos e resultados mensuráveis para alinhar times em torno de metas dinâmicas definidas trimestralmente. Ele foi criado na Intel e popularizado no Google, sendo adotado por empresas como a Amazon para apoiar o crescimento rápido de times.

Guia rápido sobre como utilizar OKR - Objectives and Key Results. Uma técnica para alinhamento da estratégia com a execução, desenvolvida na Intel e utilizada pelo Google, LinkedIn e várias outras empresas.

O documento discute OKRs (Objectivos e Resultados Chave), uma ferramenta para estabelecer metas claras e significativas em uma empresa. OKRs devem criar propósito e engajamento, eliminando objetivos vagos. Exemplos mostram como definir objetivos e resultados chave em diferentes níveis hierárquicos de uma organização, garantindo que cada nível contribua para o sucesso do nível superior.

[1] OKRs são objetivos e resultados chave, uma metodologia para definir objetivos de forma quantificável e mensurável em diferentes níveis da organização, ligando objetivos individuais aos da empresa. [2] Os objetivos devem ser qualitativos e ambiciosos, enquanto os resultados chave devem ser quantitativos, mensuráveis e conduzir às ações necessárias. [3] A metodologia envolve definir objetivos trimestrais e anuais e revisá-los periodicamente para medir o progresso rumo à visão da empresa.

A metodologia OKR (Objectives and Key Results) define objetivos simples com resultados mensuráveis e ambiciosos para serem alcançados a cada trimestre. Os objetivos devem ser públicos, definidos de forma bottom-up e atualizados constantemente, enquanto os resultados recebem notas de 0 a 1 ao final do período para medir o progresso. OKR foi desenvolvido pela Intel e é amplamente utilizado por empresas como Google, LinkedIn e Twitter.

The document provides a detailed recipe for implementing the Wealthfront Equity Plan to attract and retain employees. It outlines granting equity for new hires, promotions, top performers, and evergreen grants to existing employees. For new hires, it determines market rates and calculates an "equity budget" totaling 1.92% dilution. Promotions are granted the difference to the market rate. Top performers receive 50% of current market rates, totaling 0.5% dilution. Evergreen grants of 25% of market rates each year total 1.4% dilution. The total dilution of 3.945% is within an acceptable range of 3-5%.

Session slides from Future Insights Live, Vegas 2015: https://futureinsightslive.com/las-vegas-2015/ Christina Wodtke has devoted her career to tackling monumental tasks. She’s helped grow companies like LinkedIn, Yahoo, and the New York Times. Nowadays she works with startups and entrepreneurs, sharing her strategies for success and inspiring them to pursue big goals and outlandish dreams. Christina knows how to inspire diverse teams to work together, going all out in pursuit of a single, ultra-challenging goal. Hint: It’s not about to-do lists and accountability charts. How do you get your team to commit to bold goals? How do you stay motivated despite setbacks and disappointments? And is failure ever a viable option? Christina Wodtke will demonstrate how she uses objectives and key results to help teams tackle and realize big goals in a methodical way, leaving nothing to chance. You’ll learn the beauty of a good fail and how regular check-ins can keep you on track to success.

Christina Wodtke demonstrates how to use objectives and key results to tackle and realize big goals in a methodical way, leaving nothing to chance. You’ll learn the beauty of a good fail and how regular check-ins can keep you on track to success.

Como organizar e definir ritmo em sua startup/empresa "Google Style" usando OKRs ( Objectives and Key Results )

O documento lista ferramentas e programas do Google para startups e desenvolvedores de aplicativos, incluindo Material Design, plataformas de desenvolvimento para Android, iOS e web, Google Cloud Platform, Firebase e conselhos sobre desenvolvimento ágil. Ele também fornece links para recursos adicionais sobre essas ferramentas.

O documento explica o que são Objetivos e Resultados-Chave (OKR), um processo para definir objetivos mensuráveis para empresas, equipes e indivíduos. Os OKR surgiram na Intel na década de 1970 e foram popularizados na Google em 1999, sendo usados por outras grandes empresas para conectar objetivos a resultados concretos e manter todos na mesma direção. O processo envolve definir objetivos qualitativos e temporais com 3 ou 4 resultados quantificáveis, revisar o progresso semanalmente e atribuir notas trimestralmente para refinar

As 8 características de um gestor/líder "Estilo Google". Como aprendemos no Google a sermos bons líderes/gerentes de equipes e pessoas através dos atributos do projeto Oxygen

This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.

O documento fornece uma introdução ao modelo de gestão OKR (Objectives and Key Results), explicando seus principais conceitos e benefícios, como equilibrar planejamento e execução com foco em resultados, definir objetivos ambiciosos e métricas mensuráveis, e promover alinhamento entre equipes.

O documento fornece uma visão geral dos Objetivos e Resultados Chave (OKRs), uma metodologia para definir objetivos em empresas. Os OKRs conectam os objetivos da empresa aos das equipes e indivíduos de forma cascateada. Os objetivos devem ser qualitativos e inspiradores, enquanto os resultados chave são quantitativos e mensuráveis, conduzindo às ações necessárias. Exemplos ilustram como aplicar os OKRs em diferentes níveis de uma organização.

O documento apresenta uma capacitação sobre OKR (Objetivos e Resultados Chave), ferramenta de gestão que estrutura o alcance de metas através de objetivos claros e mensuráveis. Apresenta conceitos-chave sobre OKR, exemplos ilustrativos de como definir objetivos e resultados, e recomendações para implementação como limitar o número de objetivos, revisar periodicamente o progresso e manter os resultados públicos.

O documento discute OKRs (Objectivos e Resultados Chave), um framework para definir objetivos mensuráveis em uma empresa de forma hierárquica. Recomenda-se definir objetivos desafiadores mas atingíveis a cada trimestre e envolver funcionários na sua criação. Deve-se medir o progresso usando métricas quantitativas e objetivos são considerados atingidos quando 80% dos resultados chave são alcançados.

O documento discute como as empresas podem adotar uma abordagem mais ágil para definir metas e planejamento estratégico através da utilização de OKRs (Objectives and Key Results). O documento argumenta que OKRs permitem que as empresas definam metas de forma mais dinâmica e baseada em dados ao invés de planejamentos estáticos e anuais, e que isso ajuda a criar uma cultura mais focada em resultados e entrega de valor.

This document discusses an approach to building APIs using Go without frameworks. It recommends using the Go standard library along with small external packages for validation, routing, middleware, and SQL. The project structure separates code into packages for the API handler, middleware, user service implementation, and other files like configuration and documentation. Links are provided to the sample project and articles on developing APIs in Go using middlewares and API Blueprint.

Ideas are cheap. Execution is everything. How do you inspire your team to be insanely great--and accountable? Google, Zynga, KPCB’s John Doerr and Intel all used the Objective and Key Result approach (OKRs) as the secret for providing the discipline for radical growth. Many start-ups as well as established companies are adopting it, hoping to throw accelerant on their execution. But OKRs are controversial and while they sound simple, they aren’t easy. Christina's been refining the OKR process with the start-ups she invest in and advises. If you’re curious, learn more about OKRs here http://www.eleganthack.com/the-art-of-the-okr/

This document summarizes an OKRs meetup in Amsterdam on May 31, 2018. It introduces OKRs (Objectives and Key Results), provides an example, and discusses how OKRs differ from traditional goal setting. The majority of the document outlines best practices for implementing OKRs based on LeanBart's experience, including starting with one company objective, giving objectives 3 months to take effect, keeping objectives inspirational rather than metrics-focused, and emphasizing weekly check-ins and Friday celebrations. It concludes with top 10 takeaways around focus, connection of OKRs, public sharing, and maintaining an upbeat culture.

Customer Experience Myth Busting “Customer Experience” is quickly becoming a catch-all to describe anything that is remotely related to customers. This presentation will bust some of the most commonly understood myths out there and set the record straight: - Myth 1: Customer Experience is the same as Customer Service. - Myth 2: It’s nice to do but it’s not going to impact the bottom line. - Myth 3: It’s only relevant to retailers. - Myth 4: You’re sorted if you have a customer experience department.

This document discusses employer branding and reducing staff churn. It recommends making churn a key performance indicator and rewarding managers based on churn rates. It also suggests implementing referral schemes to improve retention. The document offers to help businesses address churn problems through rebranding, changing marketing strategies, and improving their employer brand. Case studies show how these methods can increase retention and quality of new hires.

This document promotes a multi-level marketing opportunity with Forever Living Products that allows individuals to earn additional income by selling health and wellness products. It outlines the company's history and compensation plan which provides retail profits and bonuses for personal sales and the sales of recruits. The document encourages readers to join by asking if they are happy with their current job or financial situation. It claims individuals can become managers and earn over Rs. 1 lakh per month by recruiting others and building a sales team within the company.

This document provides an overview of the Ambit Energy business opportunity. It discusses Ambit's vision to become the top retail energy provider, its growth since being founded in 2006, and operating in a growing deregulated energy market. It outlines the marketing model and compensation plan, highlighting how consultants can earn money by gathering customers and building a team. Income potential is shown through various sponsorship scenarios.

The document is a business presentation for Ambit Energy that outlines the company's opportunity for representatives in Texas. It discusses that Ambit Energy provides energy to customers at discounted rates while also offering representatives multiple ways to earn income, including commissions from customer acquisition and residuals from ongoing customers. Representatives have the ability to build large teams and make substantial monthly incomes by gathering customers and developing downstream representatives. The opportunity allows representatives to achieve financial freedom and supplement their income through a flexible business model.

The document is a business presentation for Ambit Energy that outlines the company's opportunity for representatives in Texas. It discusses that Ambit Energy provides energy to customers at discounted rates while also offering representatives multiple ways to earn income, including commissions from customer acquisition and residuals from ongoing customers. Representatives have the ability to build large teams and make substantial monthly incomes by gathering customers and developing downstream representatives. The opportunity allows representatives to achieve financial freedom and supplement their income through a flexible business model.

This document provides tips on how to be an indispensable employee. It discusses the importance of being a low-maintenance employee who is flexible and willing to adapt to change. It also emphasizes the value of being a problem solver who tries different solutions until the problem is resolved rather than just telling the boss. Additionally, it recommends acting like you own the practice by being passionate about your work and thinking about how your actions impact clients and other staff. The overall message is that staff should be proactive, ask questions the boss doesn't ask, and take initiative in order to make themselves invaluable to the practice.

This document provides information about starting an Ambit Energy business opportunity. It discusses Ambit's vision to become the top retail energy provider, its growing industry, and competitive energy savings products. The opportunity allows individuals to build their own business by gathering loyal energy customers and helping others do the same. Consultants can earn money based on the number of customers their recruits gather. The document provides examples of how monthly income could grow as the business and customer base expands to multiple levels.

This document provides an overview of the Ambit Energy business opportunity. It discusses Ambit's founding, leadership, growth, and awards. It outlines the growing deregulated energy market and Ambit's service of providing energy to customers at competitive rates while also offering rewards. The business opportunity allows individuals to become Ambit consultants, earn money by referring customers and other consultants, and build residual income streams. Consultants can progress through multiple levels as their business grows. The document estimates the significant monthly income potential possible through the Ambit opportunity.

The document discusses lifecycle marketing, which takes a systematic approach to marketing by dividing customers into phases from visitors to lifetime customers. It identifies common problems like businesses operating through "survival marketing" with disjointed systems and no long-term strategy. The key to lifecycle marketing is viewing prospects as people and using integrated systems to scale relationships. It outlines the 7 phases of attracting traffic, capturing leads, nurturing prospects, converting sales, delivering satisfaction, upselling customers, and getting referrals. Examples are given of how businesses have successfully implemented aspects of this approach. The presentation concludes by discussing how the Infusionsoft software can help automate and scale the sales and marketing functions through its all-in-one platform.

The document outlines an opportunity to become an independent consultant with Ambit Energy, an electricity and gas provider, by recruiting customers and building a team to earn bonuses. It describes Ambit's leadership, growth, marketing model compared to traditional models, compensation plan including bonuses and potential monthly residual income, and next steps to get started. The opportunity allows individuals to operate their own business with low startup costs and earn unlimited income by helping others switch energy providers and building a network of customers and consultants.

The document discusses how to reboot a team by setting goals, roles, and norms; checking in weekly; and evaluating and making corrections quarterly. It emphasizes establishing a common purpose, performance goals, and mutual accountability. Teams are encouraged to provide fast, frequent feedback and hold retrospectives to continuously improve. Individual and team feedback should be empathetic and help the group learn and grow over time.

Breakout 1.1 - Room 1: Recruit & Retain Top Talent - Gain a Competitive Advantage - Michael S. Hiring great salespeople and engineers has always been a challenge. As you migrate to new business models for cloud and services sales, it might be even harder to find employees with the needed skills. This session will show you how to hire and retain game-changing talent. •Attract Quality Candidates •How to Screen Effectively •Avoid Critical Hiring Mistakes Once hired, are your employees set to succeed? Do they have an exciting career path that incents them to improve their skills and value to your organization? Hiring and retaining multi-million dollar salespeople and great engineers is simple but not easy. Learn the winning formula in this fast-paced, entertaining session. This session is led by John Gaillard and Mike Schmidtmann, who work with Solution Providers across the country to grow their businesses and improve profits.

Blue Apron is an online meal kit delivery service that supplies ingredients and recipes for home cooking. The document discusses Blue Apron's history, business strategy, supply chain processes, and identifies bottlenecks. Key bottlenecks include issues with the hiring process through temp agencies, poor working conditions, employee safety problems, and last-minute changes to meal ingredients. The CEO sends an email committing to address these issues by improving safety, ending temp agency hiring and point systems, and ensuring happy employees.

This document discusses improving innovation and managing change. It notes that over 75% of change attempts fail due to various traps and pitfalls. These include a lack of shared vision, unclear benefits, no implementation plan, weak leadership skills, and an unsupportive culture. The document advocates using a robust change framework with active leadership, the right team, skills development, a positive culture, change resilience, a compelling vision and business case, and clear priorities and plans. It argues this approach can help bridge the gap between the current and target situations and enable successful innovation and change.

This document discusses key aspects of building and growing a successful business, including having the right people, strategy, execution, and cash. It emphasizes establishing a strong culture through core ideologies, values, and purpose. It also stresses the importance of proper organizational structure, strategy, goals, branding, execution through priorities, metrics, meetings, and having a compelling theme. Maintaining adequate cash flow through reducing the cash conversion cycle is also highlighted. The overall message is that discipline and making the right choices at the right time are needed to sustain growth and profits in a changing environment.

This document analyzes the feasibility of starting a meal service that provides lunch to office employees. It conducts analyses of the product/service, organization, industry/market, and financial feasibility. Key points analyzed include desirable customer benefits, target market attractiveness, competitive environment, startup costs, projected revenue and expenses, and positive net cash flow in the first year. The conclusion is that the idea has potential to succeed in practice based on earning a net profit and positive cash flow.

This document contains tweets from Christina Wodtke discussing game design fundamentals and concepts. It covers the 7 formal elements of games (players, objectives, outcomes, rules, procedures, resources, boundaries), mechanics and dynamics, and the MDA framework for understanding how games create experiences through their mechanics, dynamics and aesthetics. It also discusses elements that make games engaging like challenges, story, characters and conflict.

Half-Day Interactive Workshop “Get ready to actively participate in your transformation from product manager to product leader” A product manager rarely has any authority beyond what they can talk people into, thus we need to become really strong communicators. In this half-day interactive workshop, we’ll look at the three kinds of communication: managing up, team communications, and the very important roadshow for getting other groups onboard with your vision. We will use the power of story for formal communication and a combination of techniques from NVC (Harvard’s negotiation project) and the GSB’s “touchy feely” class to make sure your message gets through, and that we are listening effectively. This special half-day training workshop, with product author and lecturer, Christina Wodtke, is specifically designed for product managers who are looking to really level up their communications skills and who want to use story-telling to effectively communicate with others.

This document provides advice on how to influence others without direct authority. It recommends first listening to understand others' needs, wants, and definitions of success and failure. Norm-setting exercises can establish expectations for how groups will work together. Understanding different cultural maps and communication styles is also important. Speaking the language of the environment and finding ways to frame individual and group goals as shared ("make an US") can help build influence. Self-awareness of strengths, weaknesses, body language and how one is perceived by others also plays a role in wielding soft power over hard power.