Under the OKR system, employees and teams should first set a goal every quarter, and then set a series of "key results" to measure whether they have achieved the goal, review the completion of the goal in the weekly report, and summarize the completion of the goal at the end of the quarter. OKR is a team leader proposed by employees or team leaders, not managers. OKR needs to unify individual goals with team goals. Technical leaders are responsible for the goals of the team, while employees care about their personal career and personal influence on the company. These two goals are unified by jointly formulating OKR. Because OKR is used to unify goals rather than measure results, it is generally not used as an assessment standard. Although it will be referenced in the assessment process, 1.0 and 0.7 are not much different. The most important function of OKR is to help you "stay focused", which can help you "make an impact".
Steven Levy mentioned several important points in "In plex", which tells the story of Google's early development:
1.OKRs should be quantifiable (time &; For example, you can't say "make gmail a success" but "launch gmail in September,1have 1 1 10,000 users in October"
2. If the goal is ambitious, there are some challenges and some that make you uncomfortable. Generally speaking, 1 is the total score, and it's better to reach 0.6-0.7, so that you will continue to work hard for your goals and won't meet the deadline.
3. Everyone's OKRs is open and transparent throughout the company. For example, everyone's introduction page has its own OKRs record, including content and score (how to score later).
My company is an Internet startup. From my understanding of the purpose of implementing OKR, OKR is a tool to "unify the military mind", which helps ordinary employees to think from the strategic level of the company and then fall into their own specific work thinking mode. The main purpose of OKR is not to evaluate a team or employees, but to unify everyone's understanding of what needs to be done most in a certain period of time and how to accomplish these things. If you just set a numerical goal, there are many ways to accomplish it, some of which may be contrary to the original intention. With OKR, there are not only indicators, but also how to complete the specific tasks of indicators. Task summary is the completion of indicators, which helps you understand the business deeply and always reminds you what the current task is. KPI emphasizes "What do you want me to do". OKR is committed to "monitoring what I want to do".
At present, the way we do OKR is to do our own OKR at the beginning of each quarter, from the company level to the leaders of various businesses. The business team decomposes the OKR into its own tasks according to the big OKR, and the resource team thinks about the OKR of this quarter according to the business, projects and their own specialties, and writes their own OKR completion in the weekly report and summarizes it at the end of the quarter. The key to making OKR is to fully communicate and identify with O and find out the key KR. Sometimes there are too many indicators, which are not good anyway. To distinguish between process indicators and result indicators. For example, in our place, DAU is a process indicator and the final result indicator to help XXX users reach XX. It is very challenging to find out the accurate result index when writing KR.
OKR template is as follows:
A company's team can be roughly divided into two categories: vertical business team and horizontal support/resource team. My UED team is a horizontal team, which does not do business directly, but all the work it does is reflected in business and is also transforming into a business team. In the previous KPI era, how to measure the work of UED was a difficult problem. The business team can say how much my GMV has reached, and the technical team can also say how much ultraviolet conversion rate my search algorithm has improved, but it is difficult for UED to aim at GMV or how much ultraviolet has improved through research/design. This problem did exist in the OKR era, but OKR is more about motivating itself to focus on doing good things. And connect what you do with the company's big business goals, and write out how to achieve it, so that everyone can see it on the company's intranet and achieve the purpose of peer supervision and self-supervision.
So how do I become the OKR in the team?
First of all, OKR is divided into two parts: business and team building. The business is to dismantle the tasks that UED needs to complete according to the goals of the supported business lines, such as increasing the repurchase rate of XXX market by XX%. There are three teams in this business to contribute to this goal. For the task of 1 team, my team can complete layering and user portrait according to the repurchase dimension; For the task of Team 2, my team can export the successful experience of high repurchase rate in different industries/levels; For the task of Team 3, my team can develop a high repurchase potential dimension model. Team building is also closely around the goal, such as improving the efficiency of completing the project by 30%, learning to master three new analytical tools and so on.
For another example, Ming Dow's translation of Absolute Focus-Achieving the Most Important Team Goal with OKR tells the story of TeeBee, a startup company, using OKR to manage the company's goals.
TeeBee was founded by Hanna and Jack, two young people who love tea at Stanford Business School. Hannah is the CEO and Jack is the product designer. From OKR's point of view, when they first started the company, the situation was:
Mission: Let tea lovers mix tea well.
Vision: Good tea can be enjoyed in high-end restaurants or cafes in most areas.
Strategy: sell high-quality bulk tea to high-end restaurants or coffee shops.
OKR: No.
A few months later, they were in trouble. The online trading system developed by them is not available, and the trading system is not easy to use, so it is very difficult for customers to place orders. Hannah thinks that priority should be given to expanding business and talking about more customers, while Jack thinks that one of the potential customers doesn't care about the quality of tea, and this cooperation goes against his initial intention of starting a business. They found their own investor Jim and learned to use OKR to set goals and reach agreements.
Mission: Let tea lovers mix tea well.
Vision: Good tea can be enjoyed in high-end restaurants or cafes in most areas.
Strategy: sell high-quality bulk tea to high-end restaurants or coffee shops.
Objective 1: to prove the value of the high-quality tea we provide to restaurant suppliers.
KR 1: The renewal rate of customers reaches 70%.
Kr2: 50% of renewal customers can complete the renewal by themselves.
KR3: The transaction amount is 250,000 yuan.
Goal 2: Optimize the supplier online order management system.
KR 1:80%: 80% renewal is completed online.
KR2: the system satisfaction reaches 8 points (full score 10).
KR3: 50% telephone support in Jianshan.
OKR helps Hannah and Jack realize the key points of the current company, reach a consensus on the new strategy, and make everyone work in one direction.
If I manage my own company in the future, I will consider the following three questions when considering whether to adopt OKR:
At what stage is 1? What company is OKR suitable for?
Although the above example applies OKR to very start-up companies, I personally think OKR is suitable for companies with at least one stable business and highly motivated employees. Business changes are common in the early days of starting a business. If you set a goal according to OKR in one quarter, then the goal is usually fixed and will change next month. At this time, the employee's personal OKR is determined according to the old goal, or they can start over, or the employee can say no to the new exploratory work. Neither of these is what startups want to see. Because OKR is actually a self-monitoring mechanism for employees, it is not mandatory to link with performance. If employees are not motivated enough and there is no good atmosphere in the company, OKR can easily become a decoration, and the goals set are all achievable by themselves.
2. What does 2.OKR really want to achieve?
Different companies have different purposes. As far as my company is concerned, the upper-level strategy can't be well transmitted to the front line, especially the non-business departments can't support the most important strategy well. OKR is actually more of a tool for up-and-down communication, followed by a tool for team self-monitoring.
3. How to avoid the OKR trap flexibly?
The trap of OKR is actually the same as KPI. Employees who enter OKR will be very motivated to do it, and new things that are not within OKR will often find resources to do. In order to avoid this situation, the established OKR should be allowed to change, and the OKR should be revised and sorted according to the new and more important work in this quarter.
Wu Jun wrote his OKR of 20 17 in Letter from Silicon Valley, which can be used as a reference for individuals to formulate OKR:
The goal is 1, to complete the English and Korean versions of The Beauty of Mathematics and the second edition of The Road to University. There are six key achievements under this goal, namely: finding the publisher of the English version of Beauty of Mathematics; Looking for suitable English collaborators to revise the English version of the manuscript; Complete the writing of English version; Strive for publication before the end of the year; Cooperate with Korean publishing house for publication before the end of the year; Finally, the second edition of "The Road to University" is completed, which supplements the contents of public education, adds chapters about Berkeley and adds contents about university application. Change some photos. The revision was completed at the end of April, with the goal of publication before September.
Goal 2: Improve part of the Letter from Wu Jun Silicon Valley, and organize it into a book for publication. There are three key results under this goal. First, choose three topics from Letters from Silicon Valley and write 20 letters under each topic. Second, for the selected 60 letters and supplementary materials, each article is expanded into a complete content of about 5000 words. Third, complete the first draft by the end of August and strive to publish it before the end of the year.
Goal 3, update the teaching content of business school and complete 60 hours of teaching. There are two key achievements: one is to organize the new content spoken on some occasions last year into courseware and try it out in Shanghai Jiaotong University in the spring semester. Another is to divide these contents into three lecture contents of 1.5 to 2 hours according to the theme, so as to be used in future speeches.
Goal 4, complete the letter from Silicon Valley as agreed.
Goal 5, complete the travel plan and arrange the photos. There are four key achievements, which are a trip to Europe, driving around the western United States, learning the graphic tool software LightRoom, and making five photo albums, two this year and three last year.
Goal 6, complete the study plan. There are two key achievements, one is taking two open online courses Coursera, one is law, and the other is biology; One is to read 10 carefully first, and then read 10 quickly.
Goal 7: Complete the first draft of Ten Cases in America and a popular science book. There are two key objectives: one is to submit the first drafts of two books to the publishing house in June+10, 5438; One is to learn from the previous lessons and greet friends who write the recommendation order in advance.
Goal 8: Exercise and run 1000 km.
Goal 9 is to complete the third financing of Fengyuan Capital; Goal 10 about family, children and yard repair; The target 1 1 is a financial target. These three goals cannot be disclosed in detail.
In the process of OKR implementation, it can be increased according to the change of the situation, but the main direction remains unchanged.