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Objectives and Key Results. Driving Focus, Alignment, and Engagement with OKRs. Wiley Corporate F&A

  • ID: 3699636
  • Book
  • 224 Pages
  • John Wiley and Sons Ltd
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Praise for Objectives and Key Results

"OKRs are not just a Silicon Valley thing. From a mature Fortune 50 icon to a mid–sized, private, high–growth company I′ve seen the transformational power of OKRs first hand. This book is a must–read for any business leader seeking to leverage this thoughtful and forward goal–setting mindset to create a more agile, engaged, and highly–productive team."
Dean Carter, Vice President Shared Services, Patagonia

"OKRs are a magical machine. Insert strategy into one end, and get focused execution out the other. This book contains all you need to create such a machine. Read it, do what it says, and watch the magic happen."
John Herbold, Co–founder, GoNoodle

"This book will help you to implement an agile and transparent system to align and focus your organization. It is easy to understand and the principles are relevant from Silicon Valley straight through to the entrepreneurial culture of Berlin."
Robert Gentz, Co–founder and co–CEO, Zalando SE

"An incredibly thorough yet utterly readable book that makes OKRs make sense. If you need to tie a jetpack to your organization, you want this book."
Christina Wodtke, Adjunct Professor at Stanford Continuing Studies and author of Radical Focus

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Introduction xiii

Acknowledgments xix

Chapter 1: Introduction to OKRs 1

The History of OKRs 1

What Are Objectives and Key Results (OKRs)? 6

Objectives 8

Key Results 8

Organizational Challenges, and Why You Need OKRs 13

Benefits of OKRs 20

Notes 26

Chapter 2: Preparing for Your OKRs Journey 29

Why Are You Implementing OKRs? 29

Executive Sponsorship: A Critical Component of Your OKRs Implementation 31

Where to Develop Your OKRs 33

Special Cases 36

An OKRs Development Plan 37

Key Lessons for Successful Transformation 41

The Building Blocks of OKRs: Mission, Vision, and Strategy 42

Roadmap Strategy 53

Notes 59

Chapter 3: Creating Effective OKRs 61

Omaha 61

Creating Powerful Objectives 62

Tips for Creating Objectives 64

Objective Descriptions 68

Characteristics of Effective Key Results 69

Tips for Creating Key Results 73

Types of Key Results 76

Scoring OKRs 80

How Often Do We Set OKRs? 85

How Many OKRs Do We Have? 86

Do OKRs Stay the Same from Quarter to Quarter? 88

Can OKRs Change during the Quarter? 89

The Process to Set OKRs 90

Notes 95

Chapter 4: Connecting OKRs to Drive Alignment 97

A Critical Link 99

Connecting OKRs 99

How to Connect OKRs 100

Creating Alignment 108

Confirming the Alignment of Connected OKRs 113

Closing Thoughts on Connecting 114

Notes 115

Chapter 5: Managing with OKRs 117

The Cycle: Monday Meetings, Mid–Quarter Check–Ins, and Quarterly Reviews 118

Updating OKRs at the End of the Quarter 128

Software and OKRs 129

Let s Play 20 Questions! 137

Notes 138

Chapter 6: Making OKRs Sustainable 141

Don t Think of OKRs as a Project 141

Who Owns the OKRs Process? 142

OKRs and Performance Reviews 144

OKRs and Incentive Compensation 147

Top 10 OKRs Issues 151

How Not to Implement OKRs . . . and Where Consultants Can Help 156

Concluding Thoughts 159

Notes 160

Chapter 7: Case Studies in OKRs Use 161

Flipkart 162

Career Builder 167

Zalando 171

Sears Holdings Corporation (SHC) 175

Go Noodle 185

Tax Slayer 190

Note 194

About the Authors 195

Index 197

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Paul R. Niven
Ben Lamorte
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