OKRs for Dummies
Your one-stop guide to implement Objectives and Key Results (OKRs) effectively In business, OKRs--that's short for Objectives and Key Results--are the gold standard for communicating and delivering on what you want to accomplish and how you'll get there. OKRs For Dummies provides you with...
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, NJ :
John Wiley & Sons, Inc
2023.
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| Edición: | First edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009757931906719 |
Tabla de Contenidos:
- Intro
- Title Page
- Copyright Page
- Table of Contents
- Introduction
- About This Book
- Foolish Assumptions
- Icons Used in This Book
- Beyond the Book
- Where to Go from Here
- Part 1 Introducing OKRs
- Chapter 1 Achieving Goals with OKRs
- OKRs Are a Goal-Setting System
- Seeing the Value in Goal Setting
- Examining the Components of OKRs
- Defining an "objective"
- Writing a basic objective
- Defining a key result
- Writing key results
- Comparing OKRs to Other Goal-Setting Systems
- OKRs versus SMART goals
- OKRs versus KPIs
- OKRs versus 4DX
- OKRs versus BSC
- Chapter 2 The Benefits of OKRs
- Overcoming Common Organizational Challenges with OKRs
- Acknowledging the difficulty of executing strategy
- The two main causes of execution failure
- Measurement is crucial
- Recognizing the challenge of sustaining growth
- The slow drip of internal issues
- Opportunities! So many opportunities!
- Working with the threat of disruption
- Understanding How Your People Will Benefit from OKRs
- Focusing on what matters most
- Aligning from top to bottom and beyond
- Thinking vertically
- The silo scourge
- Rooting out dependencies
- Increasing engagement
- Driving accountability with strategic knowledge
- Rising to the next level through visionary thinking
- Working within a system that is easy to understand and use
- Part 2 Preparing to Create OKRs
- Chapter 3 First Things First: Identify Why You Are Creating OKRs
- Knowing How Not to Kick Off Your OKRs Journey
- Avoid having your administrative assistant call consultants
- What to do instead
- Don't embark on a change effort lightly
- What to do instead
- Getting to Your "Why" for Creating OKRs
- Determining your unique reason for implementing OKRs
- The need for awareness and execution of strategy
- A way to manage fast growth.
- The need to correct misalignment
- A method for keeping the right focus
- Knowing your why is crucial
- Chapter 4 Filling Vital OKRs Roles within the Organization
- Securing an Executive Sponsor: A Critical Component
- Understanding Executive Sponsorship and Why It's Important
- Possessing knowledge of OKRs
- Defining success and why you believe in OKRs
- Championing the use of OKRs at the senior leadership level
- Approving funding for the initiative
- Determining your OKRs "playbook" with the champion and executive team
- Serving as a final point of escalation on OKRs issues
- Seeing sponsorship in action
- Gaining executive sponsorship
- Choosing Your OKRs Champion: A Vital Role for OKRs success
- Understanding the role of an OKRs champion
- Picking the perfect OKRs champion
- Grasping why the champion is critical to OKRs success
- Bringing OKRs Ambassadors On Board
- Understanding the Role of an OKRs Ambassador
- Serving as internal OKR expert and evangelist of the system
- Coaching teams on creating and reviewing OKRs
- Helping teams distinguish between business-as-usual work and OKRs
- Acting as a point of contact for all things OKR-related for their area
- Serving as liaison with other ambassadors and the champion
- Outlining the Profile of an OKRs Ambassador
- Maximizing OKRs Success with Ambassadors
- Chapter 5 Determining Where and When to Create OKRs
- Determining When to Use OKRs
- Creating OKRs at the Company Level Only
- Some benefits to starting at the top level
- More benefits of starting at the top
- Now for the disadvantages of top-level OKRs
- Prerequisites for company-level OKRs
- Creating OKRs at Both the Company-and Team Levels
- Deciding which teams and units to include
- Deciding between following the org chart or linking dependent teams
- Creating customer-based OKRs.
- Creating Individual OKRs for the Entire Organization
- Yes, Google does it, but you may not want to
- More issues with individual OKRs
- Considering Other Options for Where to Create OKRs
- Piloting at a business unit or team
- Advantages of a pilot program
- Disadvantages of a pilot program
- Using OKRs for projects
- Using OKRs for support groups
- The "yes" part of OKRs with support groups
- The "but" part of using OKRs with support groups
- Setting the Right Cadence for OKRs
- Timing company-level OKRs (Hint: Annual works best)
- Sizing up why annual OKRs work best for the top level
- Allotting sufficient time for major shifts
- Setting the cadence for key results
- Determining whether quarters or trimesters are right for you
- The quarterly cadence isn't set in stone
- The trimester as an alternative
- Setting the OKRs timeline
- Chapter 6 The Raw Materials of OKRs: Mission, Vision, and Strategy
- Agreeing on the Definitions of "Mission," "Vision," and "Strategy"
- Mission: Stating Why Your Business Exists
- Yes, you need to take the time to create a mission statement
- Knowing what makes an effective mission statement
- If you already have a mission statement
- Vision: Creating Your Picture of the Ideal Future
- Understanding the ins and outs of vision statements
- Knowing what makes an effective vision statement
- Quantified and time bound
- Brainstorming your vision statement
- Strategy: Getting Your Priorities Straight
- Understanding why strategy is critical to OKRs
- Getting started with strategy
- What do you sell?
- Who are your customers?
- Why do customers buy from you - what is your value proposition?
- Playing 21 Questions
- Subquestions for "What do you sell?"
- Subquestions for "Who are your customers?"
- Subquestions for "Why do customers buy from you? What is your value proposition?".
- Part 3 Creating OKRs
- Chapter 7 Preparing to Create OKRs
- Training Your Organization for OKRs Success
- Grasping why training is critical
- Mastering the fundamentals
- Boosting confidence
- Speeding up learning
- Preparing for training
- Considering who should lead the training
- Deciding who should receive the training
- Providing materials to be read before training
- Getting your training off to a good start
- Warming up with an icebreaker or introductions
- Including your executive sponsor
- Working with the Training Curriculum
- Starting with a story
- Giving your participants a history lesson
- Defining your terms
- Illustrating an effective OKR with an example
- Distinguishing between the types of key results
- Sharing the characteristics of OKRs
- Learning by doing
- Kick Off Your Shoes Hotels OKRs case study
- Interview with Melissa Jacobs, Chief Executive Officer
- Finishing strong
- Knowing whether virtual training is effective
- Being prepared
- Knowing your material
- Offering interactive activities
- Setting expectations for everyone
- Keeping the session relatively short
- Determining Your OKRs Philosophy
- Weighing whether to use business-as-usual activities for OKRs
- Drawbacks of BAU as OKRs
- When BAU as OKRs may be appropriate
- Creating a dashboard of "health of the business" metrics
- Chapter 8 Rolling Up Your Sleeves, Part 1: Creating Objectives
- Working with the Various Types of Objectives
- Looking ahead: Annual objectives
- Facing the here and now: quarterly or trimester OKRs
- Dealing with necessary on-the-fly objectives
- Walking through the Process for Creating Objectives
- Asking the fundamental objective setting question (based on the cadence)
- Making a list of possible objectives
- Sequencing your list
- Make the objective attainable.
- Consider the timing of various objectives
- Choosing the most important objectives
- Using your formula
- Exploring Other Ways to Help You Set Objectives
- Using rituals
- Drawing on the wisdom of crowds
- Considering what's holding you back
- Incorporating the Characteristics of Effective Objectives
- Making it qualitative
- Making it meaningful to you
- Ensuring that it's doable in the time period
- Aligning it vertically and horizontally
- Keeping it easy to read and understand
- Controlling the necessary resources
- Providing business value
- Chapter 9 Rolling Up Your Sleeves, Part 2: Creating Key Results
- Looking at the Types of Key Results
- Metric key results
- Milestone key results
- Walking through the Process of Creating Key Results
- Determining your business impact key result by asking the fundamental question
- Telling the story of success using leading key results
- Telling the story by working backward
- Telling the story by measuring the objective
- Don't look for perfect key results
- Using the formulas
- Incorporating the Characteristics of an Effective Key Result
- Making it quantitative
- Shooting for stretch - but ensuring that it's attainable
- Limiting the number of key results
- Making it specific
- Ensuring that it's a key result, not a task
- Fighting the "You can't measure what we do" syndrome
- Chapter 10 Making Your OKRs Even Stronger
- Ensuring Alignment among OKRs
- Using vertical alignment to drive strategy execution
- Think connecting, not cascading
- The problems with cascading
- The power of intrinsic motivation
- Focus on connecting, not cascading
- Achieving horizontal alignment by managing dependencies
- Answering Some FAQs about OKRs that You're Sure to Get
- What if I can't measure business impact during the quarter?.
- What is the difference between committed and aspirational OKRs?.
