How to use OKRs (Objectives and Key Results) to drive business performance.
“Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort.” — Paul J. Meyer
People drive organisations and that makes it their success story. The potency of any association is in the kind of people and expertise that they possess which renders purpose and evolution.
In the shifting junctures of how work-life consonances has shaped up, it is paramount that organisations hop into a more pliant working culture, for it fosters productivity and cognitive maturity among their employees.
It is not just about crunching numbers or harbouring a rising line in the metrics, but also about work ethics and presenting them with panels pertaining to setting goals and responsibilities.
What are OKR’S and what is the Rave around it?
Andrew Grove, a Gentleman from Intel put this model into use which energetically broke down goals and timelines in a more measurable means.
It also encapsulated properties or steps that would accompany employees in keeping track of their goals and offering them a bull’s eye solution.
The magic trick here is to think of Objectives and Key Roles (OKR’s) as a marketplace, where you have everything but wisely pick and choose only that which you need and stay assertive with those that you don't.
On your acquisition at this marketplace, you begin to demarcate on how, where and when to use it and these become your timelines.
“To make the best you got to be the best”, as your next step let's start keeping tabs on how these products have appeared to gratify you and what more additional could you add or withdraw from the learnings incurred.
How would OKR’s develop Businesses?
“OKR’S OKR’s Everywhere but not a single OKR that brings success”. It's not about just associating a goal to the OKR, but also making it ambitious and most notably keeping it transparent within the company.
An OKR is never a single man show but rather has to comprise components from everybody and must be focused.
The underlying element here is the trick to ensure that OKR’s are investigated by a time period on a (Quarterly or half-yearly basis).
It's not to be made and forgotten about but to have authority over and continuously optimize and re-evaluate in fixed intervals. An OKR with a framework helps businesses comprehend growth and underrate risk factors by ushering them with examples.
There will be stretches that your OKR’s seem almost close to inconceivable, however, it's only a matter of time with an inclusive effort that this would become a reality.
It has to be noted that OKR’s and Goals are relatively two different management frameworks. Goals possess revenue and target and OKR’s are known to be a perfect couple with Objectives and Key Results.
Objectives define the larger dimension where the in house employees all hustle together for a shared purpose that is company-wide. Continuous engagement and collaboration are what activate the Objective magical wand.
Key Results, on the other hand, are quantified and measured and contain aggressive deadlines and when this takes a back seat, it gets reframed without the goal getting sabotaged and that exactly is what makes it different from the Good Ol’ Goals.
The message to always keep in mind is to understand this framework through baby steps where your Objective is more like a: Okay, where do I wish to be or want to do and achieve?.
Key Results are more like: Doing this will help me get where I want to be. Think of this as an answer to the question.
It is essential to get your hands dirty and your mind thinking about enforcing OKR’s to your companies culture, as the transmission period could be challenging and not all would comply.
However, offering them examples and motivation would likely get them into drafting and curating authentic and amicable OKR’s.
OKR’s developing element in Businesses:
Business landscapes have proliferated after assimilating multiple processes like the Agile and Iterative Waterfall Methodology and several tools have provided services around the country especially with startups pertaining to the Global South.
There is always going to be something better than what is existing today, frameworks never change, it's the goals that should cater to the changing times and businesses.
OKR’s are energy driven and collaborative and also speculate and scrutinize each others orientation and construction of OKR’s and regulate a smooth functioning with informed decisions.
This handheld professional scapes in its revenue and cost outlook and challenges the team with displaying their problem-solving and crisis management skills.
Businesses need reviews and feedback on a regular basis to make it big in the industry and this happens when there are forums that consider and articulate these suggestions in the most suitable and process-oriented manner.
Thanks to the fact that we have a template to refer to and construct our OKR’s especially for those who join an organisation. Now we know Templates can get boring and also blocks creativity, however, it is always good to start with a basic level of guidance.
Hope you enjoyed reading, do share your feedback and views on the same, you never know this could lead you to fresh ideas.
Until Next Time Folks!!
“OKRs template.” Atlassian, https://www.atlassian.com/software/confluence/templates/okrs.
“What are OKRs? A framework to drive your business forward — Ideas.” WeWork, 22 November 2019,