Get answers to the most common questions about implementing objectives and key results (OKRs) directly from the father of OKRs from John Doerr, Chair at KPCB — and BetterWorks CEO Kris Duggan. OKRs stands for Objectives and Key Results. It is a framework of defining and tracking objectives and their outcomes. Its main goal is to define company and team “objectives” along with the measurable “key results” that define achievement of each objective. One OKRs book defines OKRs as “a critical thinking framework and ongoing discipline that seeks to ensure employees work together, focusing their efforts to make measurable contributions.” OKRs may be shared across the organization so that teams have visibility into goals across the organization, helping to align and focus effort.
- The objective is a qualitative goal for a set period of time, usually a quarter. The key results are quantitative metrics used to measure if the objective has been met by the end of the period.
- When rolled out to the full extent, OKRs exist at company (top-level vision), team (inherited and team-generated, not just the bucket of individual goals) and individual level (personal development and individual contributions).
- While most goals are usually defined by management, some choose half of the objectives to be created from the bottom up instead to increase team motivation.
- Company-wide publication of drafted OKRs or presentation including Q&A can assure cross-functional alignment and agreement on dependencies before finalization.
- Especially at the end of a goal period, an assessment of each key result per goal and its accomplishment grad on average should happen. Expectations for how many goals must be met vary. Google and Uber suggest that employees should achieve about 70% of an OKR respectively its total of key results each quarter.