Objectives and Key Results for 2022 performance

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Pioneered at Intel and perfected at Google, the OKR tool gives teams and organizations timely and highly relevant data to track their progress towards key objectives.

So what tools do you need to learn to implement the process that helped Google Co-founder Larry Page lead the company to 10x growth, many times over?

In this video, we’ll cover OKR levels, aspirational vs operational OKRs, how to use an OKR Dashboard and annual OKR scoreboards. Don’t forget, you can download the tools featured in this video and customize them to your needs with the link in the description.

OKRs may sound easy in theory, but organizations dedicate full team-wide workshops to the topic. We’re going to explain how the OKR framework works and how organizations like Google, Intel, Adobe and the Gates Foundation use OKRs to focus effort, foster inter-team communication, and build higher employee performance to achieve their goals.

Grove created the OKR framework based on Peter Drucker’s Management by Objectives system. At his previous job, he realized the value of execution versus expertise, so he turned the classic management system on its head to allow workers to set their own goals and be graded on their execution

While Andy Grove invented OKRs, it wasn’t until John Doerr introduced the system to Google in 1999 that it really took off. Doerr later wrote the book Measure What Matters on the subject, where he also detailed how Intuit survived a series of competitive threats with a transparent culture that enabled it to be more openly connected via the OKR framework.

Before Chief Information Officer Atticus Tysen introduced OKRs to his 600-member IT department, Intuit was busy pivoting in several directions at once as it moved to the cloud. Tysen said Intuit’s key success was that all OKRs were visible throughout the company.

OKRs consolidated the company’s far-flung IT department, and opened it horizontally across teams.

This was particularly helpful in the cloud era so “the data and analytics team could see from the start what the financial systems team had in mind. The teams linked up their objectives in real time, rather than after the fact, which Tysen said was a sea change from their historical way of doing things.

For those working outside headquarters, OKRs ended the mystery of what was happening back at HQ, making the company more cohesive. When a new project came up for discussion, everyone asked how it fit into the OKR template.

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