What are OKRs?

OBJECTIVES = where do we want to go?

- Big themes for the quarter

- Set max 5 of them to focus, less is more

- Should be bold and easy to understand

KEY RESULTS = how do we know if we are getting there?

- How does success of your "O" look like and how to measure it?

- Must be clearly measurable at the end of the OKR cycle

- Set max 5 of them to focus, less is more

- Stretchy, but reachable

INITIATIVES = what will i do to get there?

- Tasks or milestones

- Your individual contribution


FOR US

- Reach our vision and strategy

- Concentrate on the right things

- Handle growth

- Improve focus

- Better transparency

- Align dependencies across teams

FOR YOU

- Understand the big picture and how you are able to contribute

- Clarity on what other teams and colleagues are working on

- Know what to focus on

- Measure success and learn from it

- Change things and improve the way you work as a team

- Have a voice, give input, try out new things and influence directions


Quarterly OKRs examples (Q1)

end of

March, we

want to...

O: We want to

keep the team

world class

O: We want to

improve supply

chain costs

O: We reinforce

our business

lead sourcing

O: Hola, we

are in business

in Spain!



as

measured

by...

KR 1: less than

one un-planned

leaver

KR 1: reduce

COGs of

top 5 products

by 10%

KR 1: 1500 new

leads (500 per

month) via video

ads with

positive margin

KR 1: 6 open

positions filled

(3 onboarding, 3

contract signed)



KR 2: employee

satisfaction

index up one point

to 8/10

KR 2: bring down

overall storage

and transport cost

by 5%

KR 2: new

sourcing channel

via WhatsApp

is ready-to-use

KR 2: team is

in full operation

in our new office



KR 3: 360 degree

feedback system

launched

KR 3: improve

Facebook

margin rate from

11% to 15%


OKR best practice

OKRs will be a fixed part of our regular meeting rythm.

 

Set and forget - without regular follow-up and progress updates we will never achieve our OKRs.

 

Changing OKRs during the quarter dilutes focus, so we won´t change halfway.

OKRs describe outcome/ results and not tasks.

 

OKRs are not a list to show how busy you are.

 

OKRs are about the step changes of what your team is doing and not about daily activities (business as usual).

 

Dependencies between teams need to be aligned with OKRs.


Contact:

Hannes Albrecht

Phone: +491729733253

eMail: hello@how-to-okr.com

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