Original 15 March 2020 Twitter thread.
The key overall problem I see we’re solving with OKRs is strategy deployment OR “how do we get a lot of people aligned and coordinated to achieve a shared outcome?”
My particular concern is strategy deployment when multiple teams are involved. This is one reason why I don’t particularly care about individual OKRs (the other being undermining team focus).
The first issue is Alignment to Nonsense. What data and rationale led to the Objective you’re setting, never mind how to achieve it?
Toyota people talk about this as “no hoshin kanri (strategy deployment) without A3 thinking”. Spotify created DIBBs (Data Insights Beliefs Bets) to address this kind of issue. …
Original 8 March 2020 Twitter thread.
Objectives and Key Results (OKR) are not “just Management by Objectives (MBO)”. The whole point was that Andy Grove was trying to correct problems with MBO, borrowing from what he understood about “Japanese management” (I suspect, specifically, Hoshin Kanri). The result was iMBOs, aka Intel MBOs, aka OKRs. So how do OKRs and MBO differ?