All our OKRs are public and listed on the pages below.
OKRs stand for Objective- Key Results and are our quarterly objectives. They lay out our plan to execute our strategy and help make sure our goals and how to achieve that are clearly defined and aligned throughout the organization. The Objectives help us understand what we're aiming to do, and the Key Results help paint the picture of how we'll measure success of the objective. You can use the phrase “We will achieve a certain OBJECTIVE as measured by the following KEY RESULTS…” to know if your OKR makes sense. The OKR methodology was pioneered by Andy Grove at Intel and has since helped align and transform companies around the world.
OKRs have four superpowers:
The Chief of Staff initaties and guides the OKR process.
1. Title: Objective as a sentence. Key result, key result, key result. => Outcome, outcome, outcome.
=> Outcome, outcome, outcome.part is only added after the quarter started.
1.we can more easily refer to them.
OKRs have numbers attached to them for ease of reference, not for ranking
We only list objectives prefaced with your role title.
We do OKRs up to the team level, we don't do individual OKRs.
Although, an individual might have OKRs if they represent a unique function.
For example, individual SDRs don't have OKRs, the SDR team does.
Legal is one person, but represents a unique function, so Legal has OKRs.
Part of the individual performance review is the answer to: how much did this person contribute to the team objectives?
We have no more than five layers in our team structure.
Because we go no further than the manager level we end up with a maximum 4 layers of indentation on this page.
The match of one "nested" key result with the "parent" key result doesn't have to be perfect.
Every owner should have at most 3 objectives. To make counting easier always mention the owner with a trailing colon, like
The advantage of this format is that the OKRs of the whole company will fit on three pages, making it much easier to have an overview.
The key results are updated continually throughout the quarter when needed. Everyone is welcome to a suggestion to improve them. To update please make a merge request and post a link to the MR in the #okrs channel and at-mention the CEO. At the top of the OKRs is a link to the state of the OKRs at the start of the quarter so people can see a diff.
When we have a tree view of epics we can use that instead of text.
The EBA to the CEO is responsible for scheduling and coordination of the OKRs process detailed below. Scheduling should be completed at least 30 days in advance of the timeline detailed below.
The number is the weeks before or after the start of the fiscal quarter.
Every executive is expected to bring a draft of their OKRs to the Draft meeting that occurs three weeks prior to the start of the quarter. In this meeting, the e-group discusses any initial concerns, discusses alignment, and highlights any possible dependencies. OKRs will still change but this initaties the process early.
The OKRs are a way to coordinate across the company. For efficient coordination it is important that you can see an overview early. So please iterate and put your best guess for OKRs in on time instead of delaying. We can always change an OKR, it is much harder to catch up on coordination time.
It's important to score OKRs after the fiscal quarter ends to make sure we celebrate what went well, and learn from what didn't in order to set more effective goals and/or execute better next quarter.
Spontaneous chat messages from team members after introducing this format:
As the worlds biggest OKR critic, This is such a step in the right direction :heart: 10 million thumbs up
I like it too, especially the fact that it is in one page, and that it stops at the team level.
I like: stopping at the team level, clear reporting structure that isn't weekly, limiting KRs to 9 per team vs 3 per team and 3 per each IC.
I've been working on a satirical blog post called called "HOT NEW MANAGEMENT TREND ALERT: RJGs: Really Just Goals" and this is basically that. :wink: Most of these are currently just KPIs but I won't say that too loudly :wink: It also embodies my point from that OKR hit piece: "As team lead, it’s your job to know your team, to keep them accountable to you, and themselves, and to be accountable for your department to the greater company. Other departments shouldn’t care about how you measure internal success or work as a team, as long as the larger agreed upon KPIs are aligned and being met."
I always felt like OKRs really force every person to limit freedom to prioritize and limit flexibility. These ones fix that!
OKRs should be ambitious but achievable. If you achieve less than 70% of your KR, it may have not been achievable. If you are regularly achieving 100% of your KRs, your goals may not be ambitious enough.
Some KRs will measure new approaches or processes in a quarter. When this happens, it can be difficult to determine what is ambitious and achievable because we lack experience with this kind of measurement. For these first iterations, we prefer to set goals that seem ambitious and expect a normal distribution of high, medium, and low achievement across teams with this KR.
The OKRs are what initiatives we are focusing on this quarter specifically. Our most important work are things that happen every quarter. Things that happen every quarter are measured with Key Performance Indicators. Part of the OKRs will be or cause changes in KPIs.