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Your OKRs Aren’t OKRs
🌈 Abstract
The article discusses the common challenges teams face when setting Objectives and Key Results (OKRs) and provides guidance on how to effectively implement OKRs.
🙋 Q&A
[01] The Problem with OKRs
1. What are the common issues teams face when setting OKRs?
- Teams often treat OKRs as a corporate chore, resulting in vague goals and targets that make the process seem useless
- OKRs are not properly understood or implemented, leading to a "vicious cycle" of ineffective goal-setting
2. What are the key differences between "OKRs" and true OKRs?
- Objectives are the big, ambitious goals that can lead to business success, not just any goals
- Key Results are the specific, measurable metrics that track progress towards the Objectives
3. What are the key characteristics of well-defined OKRs?
- Specific, Metric-driven, Ambitious, Relevant, and Value-based (SMARV)
- Focused on driving value, not just completing a to-do list
[02] Examples of Good vs. Bad OKRs
1. What are examples of "OKRs" that are not true OKRs?
- Vague, non-specific goals not tied to measurable outcomes
- High-level business metrics not actionable for individual teams
- Overly ambitious or unrealistic goals that are demotivating
- Generic goals that don't clearly identify the responsible team
2. What are examples of well-defined OKRs?
- Product team focused on end-user value, such as making data instantly accessible
- DevOps team aiming to achieve elite-level performance metrics
- New hire onboarding process streamlined for faster productivity
- Customer support team revolutionizing the industry's support experience
- Website team establishing the company as the definitive online resource
3. What are the key differences between good and bad OKRs?
- Good OKRs are Specific, Metric-driven, Ambitious, Relevant, and Value-based (SMARV)
- Bad OKRs are vague, not tied to measurable outcomes, unrealistic, or not clearly owned by a team
[03] Implementing OKRs Effectively
1. What are the common mistakes teams make when implementing OKRs?
- Setting OKRs at the end of the quarter, making it difficult to measure progress
- Failing to revisit and measure OKRs throughout the quarter
2. What is the recommended approach for implementing OKRs?
- Set OKRs at the start of the quarter and measure progress throughout
- Continuously iterate and improve the OKR process over time
Shared by Daniel Chen ·
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