Integrative OKRs - no cascading OKRs - ramin vatanparast - the-pdsg.com
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Here’s the brutal truth: Cascading OKRs does not work, it is a flaw, time-consuming, and hard to track and measure. Integrative OKRs empowers employees to contribute autonomously to the company’s vision
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Integrative OKRs - no cascading OKRs - ramin vatanparast - the-pdsg.com
- 1. 1 Here’s the brutal truth: Cascading OKRs does not work, it is a flaw, time consuming and hard to track and measure Integrative OKRs empowers employees to contribute autonomously to the company’s vision Integrative OKRs Say NO to Cascading OKRs Ramin Vatanparast Top Down & Bottom Up https://www.ThePDSG.comRamin Vatanparast
- 2. Chief Product Officer VP of Product Management & Data Senior Director of Product Management & UX Director of Product Management & Monetization Senior Product Manager 2 About the host: Ramin Vatanparast Ph.D. Degree in Management from Aalto University, Helsinki in Finland Ph.D. Degree in Technology from Tampere University of Technology in Finland https://www.linkedin.com/in/raminvatanparast/ https://www.thepdsg.com/
- 3. 3 A Brief History of OKR Why Cascading OKRs Does Not Work? Integrative OKRs & Its Benefits 8 Rules of OKRs The Agenda https://www.ThePDSG.comRamin Vatanparast
- 4. 4 1954 Peter Drucker invented MBO or Management by Objectives... 1968 1974 1999 Andy Grove co-founded Intel and while CEO developed MBO into the model of OKR John Doerr joined Intel and learned OKR John Doerr as advisor of Google introduced OKRs to Google OKR History OKR is not a new concept https://www.ThePDSG.comRamin Vatanparast
- 5. 5 Business Performance Alignment Strategically Resources Empowerment Success Culturally OKR raises the BARS Business Alignment of Resources to Succeed Ramin Vatanparast https://www.ThePDSG.comRamin Vatanparast
- 6. 6 The Objective is a precise, brief, and ambitious formulation of the goals you want to achieve. The main key is to create it according to be: Ambitious Significance Simple Time-bond Objective Key Result Key Results show your progress and help to focus to accomplish the goals. It is a call-to-action formulation that contains metrics and has to be quantifiable. Activity-based (to develop, launch, create...) Value-based (measures outcomes, contains numbers, percentages…) Initiatives Initiatives are describing what you are going to do to reach your goal, what actions do you need to take, and what tasks do you need to accomplish. Should benefit the objectives Should impact KR Should be changed quickly if there is no impact https://www.ThePDSG.comRamin Vatanparast
- 7. Each Company is Different Need for Customized OKRs https://www.ThePDSG.comRamin Vatanparast
- 8. 8 “cascading makes an operation more coherent.” In his book, “Measure What Matters”, John Doerr wrote, “They link diverse operations, lending purpose and unity to the entire organization.” Works on crisis2 What is Cascading OKRs? One-way & irreversible3 Does not empower4 1 https://www.ThePDSG.comRamin Vatanparast
- 9. 9 Integrative OKRs Integrative OKRs empowers employees to contribute autonomously to the company’s vision How to set Integrative OKRs? What are the OKR rules? Top Down & Bottom Up https://www.ThePDSG.comRamin Vatanparast
- 10. 10 Set business priority statements Build integrative OKRs Elaborate and communicate Build team OKRs collaboratively How to set Integrative OKRs? Start from the big picture to inspire and empower people to contribute https://www.ThePDSG.comRamin Vatanparast
- 11. Teams Organizations Organizations Business Priority 11 Integrative OKRs Top Down & Bottom Up Quarterly OKRs Company OKR Executives WHERE & WHY Strategies Org OKR Leaderships ALIGN Tactics Teams OKR Teams HOW Action plans Weekly Review Big Best Bets OKR Retrospective Initiatives Long term Annual Half year Quarterly https://www.ThePDSG.comRamin Vatanparast Priority Statements Cross Functional OKRs
- 12. Q1 Q2 Q3 Q4 Evaluate Q4 + Finalize Q1 Evaluate Q1 + Finalize Q2 Evaluate Q2 + Finalize Q3 Evaluate Q3 + Finalize Q4 Draft Q2 OKR Draft Q3 OKR Draft Q4 OKR Draft Q1 OKR Define Q2 OKR Define Q3 OKR Define Q4 OKR Present Q1 results + Q2 Plan Present Q4 results + Q1 Plan Present Q2 results + Q3 Plan Present Q3 results + Q4 Plan Define Q1 OKR 2H Strategic Evaluation Big Best Bets Annual Strategic PlanningFinalize Annual Goals OKR Implementation Timeline 12 https://www.ThePDSG.comRamin Vatanparast
- 13. 13 8 Rules of OKR Do not Rush Performance Management Integrative OKRs RULE ONE RULE TWO Rule FOUR Customized OKRs Time Bound Individual OKRs “NO” Practice to Perfect RULE FIVE RULE SIX RULE SEVEN RULE EIGHT Cross Functional RULE THREE https://www.ThePDSG.comRamin Vatanparast
- 14. 14 Make it to be integrative OKRs top-down direction and bottom-up feedback We have a full day to set our annual goals & it is set and we are not going to change it Top down Bottom Up ~30% Top Down OKRs ~70% Bottom Up OKRs Market knowledge & Strategic Vision Area experts with know how Align and orchestrate cross organization Company OKRs Department OKRs Team OKRs 3-5 high-level objectives 3-5 cross organizational objectives 1-3 objectives Company Statements https://www.ThePDSG.comRamin Vatanparast
- 15. 15 Do not Rush to set OKRs Good OKRs means Good outcomes https://www.ThePDSG.comRamin Vatanparast
- 16. Acquisition Activation Retention Referral Revenue 16 Cross Functional Cross functional OKRs means bigger outcomes ProductMarketingSupportCommerceCustomer success BusSys Functional Leaders Focus areas / OKRs Organizations/Teams https://www.ThePDSG.comRamin Vatanparast
- 17. 17 Individual OKRs don’t work Does not provide a north star Introduces unnecessary complexity Destroys team culture Puts individuals above Team and Company Objectives https://www.ThePDSG.comRamin Vatanparast
- 18. 18 Customize OKR Aspirational or Committed Aspirational Ambitious “Moon-shots”: Aspirational OKR (10X goals) is how we’d like things in the world to look like. No clear path: There is no clear path to get there and no real knowledge of what resources will be required. Success: will then be benchmarked by 60-70% completion with variance Committed Business “Roof-shots”: Committed OKR is goals that teams or organization has agreed to achieve. Make it done: Resources and schedules should be adjusted to make sure they get done. Success: will then be benchmarked by 90-100% completion Avoid Low-Value Objective (LVO), “Who cares?” OKRShould remain on a team’s OKR until it is done https://www.ThePDSG.comRamin Vatanparast
- 19. 19 Make it time bound but Do not fall in love that everything should take a quarter to be built Challenges of Quarterly Planning Team is tied to a solution to deliver in a quarter Team takes the idea of “stretch” goals to heart Team sees that exposing work to customers early feels risky Team plans in a large batch instead of limiting committed work in queue. https://www.ThePDSG.comRamin Vatanparast
- 20. 2 0 Performance Management Strategy No data in vacuum Quarterly OKRs Weekly Review OKR Retro Initiatives Continuous performance management Fit OKRs to performance management strategy https://www.ThePDSG.comRamin Vatanparast
- 21. 21 coming up with objectives isn’t hard coming up with the measurable key results takes a lot of practice Using SMART framework coming up with the measurable OKRs OBJECTIVE: What do you want to accomplish? INITIATIVE: How do you do it, What action do you Take? GOAL: How does this tie to bigger objectives? KEY RESULT: How do you demonstrate your accomplishment? WHEN: When to you target to complete? https://www.ThePDSG.comRamin Vatanparast
- 23. https://www.ThePDSG.comRamin Vatanparast Integrative OKRs Say NO to Cascading OKRs Top Down & Bottom Up