OKRs for all making objectives and key results work across your organization

"The Objectives and Key Results (OKR) framework is gaining popularity and has helped some of the world's most successful businesses find a solution to their strategic execution problems. Many businesses are moving to implement the framework popularized by John Doerr's Measure What Mat...

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Detalles Bibliográficos
Otros Autores: Vellore, Vetri, author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Hoboken, NJ : John Wiley & Sons, Inc [2022]
Materias:
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009701174006719
Tabla de Contenidos:
  • Cover
  • Title Page
  • Copyright Page
  • Contents
  • Introduction
  • Why Now?
  • Creating Purpose-Driven Work for Every Employee
  • Building Cathedrals with OKRs
  • Who Is This Book For?
  • How This Book Is Organized
  • Part I OKR Foundations
  • Chapter 1 Core Concepts: What Are OKRs?
  • What Do OKRs Do?
  • OKR Basics: Objectives, Key Results, and Key Initiatives
  • How Objectives, Key Results, and Key Initiatives Fit Together
  • How OKRs Flow Through an Organization
  • Chapter 2 Why OKRs?
  • Using OKRs to Solve Modern Business Challenges
  • The Importance of Visibility and Alignment
  • Accelerate Business Growth
  • Chapter 3 The History and Evolution of OKRs
  • OKRs: A Timeline
  • OKR 1.0 "The Manual Era"
  • OKR 2.0 "OKR Software V1"
  • OKR 3.0 "Era of Connected Software"
  • The Future of OKRs
  • Chapter 4 OKR Misconceptions, Mistakes, and Myths
  • OKRs Are Only About Measurement
  • OKRs Are Only for Leadership
  • Common Misconception: OKRs Can Be Used Directly to Assess an Individual's Performance
  • OKR Is a Rigid, All or Nothing Methodology
  • OKRs Work Only for High-Tech or High-Growth Organizations
  • OKRs Are a System of Control for Teams
  • OKRs and KPIs Are Interchangeable
  • Part II Applying OKR Principles
  • Chapter 5 Defining Your Objectives
  • Make Your Objectives Time-Bound
  • Start with the "Why"
  • Objectives Should Create Focus
  • Objectives Should Inspire
  • Committed and Aspirational Objectives
  • Objectives Should Create Balance
  • What Does a Good Objective Statement Look Like?
  • Chapter 6 Defining Your Key Results
  • Key Results Should Create Clarity
  • Outcomes over Outputs
  • What Does a Good Key Result Look Like?
  • Committed and Aspirational Key Results
  • The Process of Defining Key Results
  • Perform the Necessary and Sufficient Test
  • Chapter 7 Defining Your Key Initiatives
  • Key Initiatives Should Create Context.
  • Key Initiatives in Practice
  • Chapter 8 Aligning and Cascading Your OKRs
  • The Right Number of Levels
  • Choosing Your Cascading Method
  • Aligning Across Departments and Teams
  • Team Alignment
  • Cross-Functional Alignment
  • Chapter 9 Writing OKRs: An Interactive Team Workshop
  • Pre-Workshop Checklist
  • Workshop Timeline
  • Chapter 10 The Most Common Questions About OKRs (and Their Answers)
  • What If We Don't Reach 100% of Our Goals?
  • We Use Agile-Why Do We Need OKRs?
  • Chapter 11 Staying Focused and Tracking Progress
  • Scoring OKRs
  • Reporting and Asynchronous Communication
  • Asynchronous Communication and Dashboarding
  • Sharing Your Progress, Plan, and Problems
  • KPIs
  • Project Plan
  • Chapter 12 Wrapping Up and Reflecting on OKRs
  • Rules for Reflection
  • Chapter 13 Company OKRs
  • What Are Good Company OKRs?
  • Annual Company-Level OKR Examples
  • Quarterly Company-Level OKR Examples
  • Chapter 14 OKRs for Each Department
  • The Strategy and Operations Team
  • The Product Team
  • The Human Resources Team
  • The Sales Team
  • The Marketing Team
  • The Customer Success Team
  • Part III Running the Business with OKRs
  • Chapter 15 Expect and Prepare for a Challenge
  • OKR Rhythm Fundamentals: The Three Cs: Create, Check-In, Close
  • Chapter 16 Key Business Rhythm: Annual Planning
  • Key Business Rhythm: One to Three Months Before the Start of Next Year
  • Key Business Rhythm: One Month Prior to the New Year
  • Key Business Rhythm: The First Week of the New Year
  • Chapter 17 Key Business Rhythm: Quarterly OKR Planning
  • End-of-Quarter OKR Scoring and Reflections
  • Chapter 18 Key Business Rhythm: Monthly OKR Reviews
  • Chapter 19 Key Business Rhythm: Weekly Team Meetings
  • Chapter 20 Key Business Rhythm: 1:1 Meetings
  • Chapter 21 FAQs for OKR Check-Ins
  • Part IV Getting Started with OKRs.
  • Chapter 22 Key Roles in Getting Started with OKRs
  • Executive Sponsor
  • OKR Champion
  • Team Manager
  • Individual Employees
  • The Human Resources Leader
  • Optional Role: Admin/IT
  • Chapter 23 A Step-by-Step Guide to Getting Started with OKRs
  • Step 1: Getting Started with the OKR Maturity Model
  • Step 2: Understand the Phases of OKR Rollout
  • Step 3: Put Together Your Project Plan and Communication Plan
  • Step 4: Coach Your Group on Developing Great OKRs
  • Step 5: Integrate OKRs into Your Business Rhythms
  • Brainstorming Exercise: Assess Your Current Rhythm
  • Building Out Your OKR Rhythm
  • Conclusion
  • Acknowledgments
  • About the Author
  • Index
  • EULA.