This is a long sharing. ...

As for how long, I really don't know, but if I have the courage, then I believe I will keep writing. Because this sharing has been delayed for a long time, maybe seven years, maybe five years, or just a few months.

It's all about time and space.

Because, in the dimension of time, I am 30 years old.

30 years old is a watershed for many people. I'm not just talking about material aspects such as identity and status, but also great changes in my heart.

This sharing was triggered at some moment on my way to and from work day after day. The morning and evening rush hours of Guangzhou subway brought me, as if I had experienced 1 times of slimming of the human wall every day. Although out of the subway, but still maintained a body mass index of about 26, is defined as slightly fat. In such a time and space, there are many feelings, which is natural. But when I get into the subway and reach 30, what are the chances of getting into 35, 40 or 50, if possible?

Squeezing the subway is just a cover. What I really feel is my inner agitation.

This complicated idea has been brewing until a certain moment, which stopped me.

I want to look back and see how far I have come.

First of all, I pulled my timeline to the university. Thought of a few more memorable stories:

In the summer vacation of my freshman year, I took my family car from Shanghai and went shopping in Suzhou, Huzhou and Hangzhou.

When I was in my junior year, I started an in-school club to expand with members and invited Fudan speech champions to exchange ideas. This was also a small achievement of mine at that time.

What many people don't know is the story that I went to work in Wenzhou factory with my friends during my college years. There is a reason for this story. But in retrospect, how immature it is. In the process of gradual maturity, I constantly reflect on what I have done.

After graduation, I went to Beijing alone. I have worked in new media, engaged in technology (front-end development) and stumbled. When I was in Beijing, I thought of my study scene in the study room of Beijing universities in the cold winter and cold wind. I remember going to Tsinghua, Peking University, National People's Congress, Beijing Institute of Technology, Huadian ... If you had studied in the above universities, you might have seen me studying alone on the desktop with a thinkpad computer and some books in the study room.

In retrospect, I have been chasing the so-called vanity all the way from preschool, primary school to university, and my direction has been changing since graduation.

Finally, turn to the current product work.

Seeing more, you will naturally become numb in the so-called noise. The sense of purpose gradually lost. In other words, the so-called existing goals are just out of reach. This is not what I want.

...

After several years of product career, I have stayed in small and medium factories and made several products. After all, I stayed in the passion I enjoyed at that time, but afterwards I was as mediocre as ever. The explosion seems to have nothing to do with me. ..

I am 30 years old this year, making products day after day. In the process of product design, online and iteration. There will still be a great sense of accomplishment. I think this is the pride of some product people. But even this would not be enough

One of my strong points is that I like reading. Others eat chicken and I read books. Someone else is the king of pesticides, I saw it. I watched a short video of someone brushing vibrato in the subway. (So, I read tens of thousands of words of economic notes, read the knowledge in the field of systems thinking, and even brushed the topic of project management ...)

Although I absorbed new knowledge, actively studied and learned the truth of the day, I still found it difficult to make progress.

This feeling, you are reading this article, maybe you have had the same feeling. It is this that leads to more and more ideas, such as: what should I do without guidance? What if you fight alone? I wonder where the breakthrough is. At this rate, imagining the life of "Bai" or "Gao Fushuai" is just a copy of the present. ..

Think back to the present.

The breakthrough of all this is a book I picked up after a long silence. This book is called OKR's Law of Work. After reading it once, my mind has been penetrated, if you understand my feelings. Looking back on my own experience and situation, I undoubtedly found the problem. Why do I find myself lost? In the constant study and pursuit, I work hard and can't achieve satisfactory results.

The question is:

My target management system is rusty.

The change of work, lack of concentration in study, inadequate professional management, the banner of hard achievement, and the resulting anxiety and confusion have brought a new round of negative feelings ... The reason for this is that there is something wrong with my target management. If there is a problem, it will only get worse if it is not dealt with.

Once the problem itself is not located, it will lead to more negative effects such as energy consumption and inefficiency. And I have to reshape my target management system! And the way to reshape is OKR!

OKR (goal and key result), as the name implies, is the goal and key result. In the work practice of products, I also gave guidance for a period of time, but I didn't pay special attention to it. Now it seems that OKR has given me more than just checking the task list on the electronic desktop.

OKR is helpful to our work, study and the realization of our goals. This is also the reason why I continue to study and practice OKR.

This is a prelude to OKR sharing. ..

I'm an aunt, a product manager's trip to OKR, and I'm on my way!

Article 1

OKR is an important tool, which can help me constantly improve my goal system and establish an effective action plan. I benefited a lot from using it for the first time. This paper is a summary of my research and thinking on OKR in recent years, which is mainly divided into three parts:

1. How did I start OKR?

Second, what has changed in my knowledge of OKR?

Third, the road to the construction of OKR panoramic system

First, my OKR open road

There is no doubt that this article is the beginning of my official journey about OKR. At present, I am Xiao Bai of OKR. I will use the OKR tool in the next 1 month, implement it step by step according to OKR methods and strategies, and strive to achieve a small goal I set: to become an entry-level player of OKR. Bless me, if I challenge, I won't lose anything. If I succeed, it will be the best and most important gift for my 30th birthday.

The meaning of OKR is very easy to understand (which is one of the reasons why it is widely used by major Internet giants). O stands for goal KR, which is the key result. Develop results around the core objectives.

I try to use such a tool to explore its deep essence and path realization, and also pay attention to the effect obtained after using the tool.

My simple understanding of OKR

For OKR, my current understanding is only based on its concept and connotation.

In short, OKR is the ability to get results with actions. That is to say, action is used to complete the task, and the completion of the goal is weighed through the achievement of the task.

Bottom-up: the result of completing the task is the sub-element that constitutes the goal.

Top-down: Goals are defined by quantitative results. The relationship between them is more approximately equal to or inclusive.

Target? ≈ Key results

Use the following figure to represent:

The diagram illustrates the relationship between the goal and the sum of key results. This also gives us inspiration:

If we want to achieve a goal, we will no longer cling to the form or scope of the goal, but focus on solving some elements to meet the goal.

For example, my goal is to become a beginner of OKR. This o stands for my goal. Among them, the composition includes: prerequisites for beginners+beginners.

According to this mode of thinking, I only need to define what conditions I need to complete to become a beginner of OKR. Finally, the KR needed to build o is obtained. I just need to make some efforts, complete some challenges or break through some boundaries, and then I can achieve my set goals.

Of course, there are many such examples. Following this line of thinking, we will find that many problems are solved. The "lofty goal" we define is no longer "lofty", but the coexistence of challenges and incentives, constantly inspiring us to accomplish our goals, break through many obstacles and realize what we want to do.

This is my initial understanding of OKR.

Second, the change of OKR understanding.

Learning and using OKR quickly is an effective practice of OKR itself, not a mediocre copy. The core of OKR is to take concrete actions to achieve results and disassemble actions, one of which is to establish a knowledge system for fast learning OKR. The first task of fast learning is to establish the knowledge system of OKR books. So, how to build a knowledge system?

My initial understanding is: establish the knowledge backbone of the industry, and then fill the branches and leaves to form a big tree of knowledge system.

Later, it was understood that the correct results were deduced step by step with the underlying laws, laws and facts, and gradually formed the backbone, constantly replenishing leaves and deepening the system.

The difference is that what is the pre-logic of this knowledge system? One is made by the industry and the other is made by the market. One is from the bottom law, from the perspective of iron general facts.

The advantages of building a knowledge system and using the latter are:

1, get rid of the original fixed learning path. Most of those paths are based on other people's understanding and thinking, both right and wrong, but copying them all is easy to make mistakes. Re-establishing deduction logic from the underlying rules is also a higher level of gameplay.

2. Inferring the backbone of performance through potential laws and facts may produce unique and correct cognition that few people find. Cognitive differences are part of competitiveness. The same cognition is prone to involution and cognitive differences increase.

Therefore, first of all, through this method, I constructed a panorama of OKR knowledge system.

Reading OKR labor law is one of the most influential parts for me.

It tells an interesting story about OKR. This story is to prove that there is no problem in using OKR, whether it is a startup or a large enterprise, and the problems that those small startups have because of using OKR are not that OKR itself is not applicable and acclimatized, but that there are problems in the executors and execution methods.

So, what problems will lead to the failure of using OKR process? This book tells the story of a startup company that failed after using OKR. The company only uses OKR as a tool for target release and task assignment, and everyone has different OKR. These OKR did not focus on the core O of the company, resulting in a waste of resources.

Secondly, the enterprise leadership did not quantify the risk of each KR: for example, ask employees how likely it is to complete the KR. Without quantification, KR is the same for everyone. Without monitoring the process, the result is easy to get out of control, that is, KR is out of control, and the goal is more difficult to achieve. The monitoring tools of this process include weekly meeting resumption, summary and celebration. In short, OKR's O came into being, KR was released, and finally the project got out of control. It was a painful experience.

After the OKR application failed, a technical bull in the book was invited to join the company and become the technical director. After listening to the black history of OKR application shared by the founder, this paper puts forward effective suggestions for improvement. He used four-quadrant kanban in his improvement proposal, which left a deep impression on me.

Because the content of kanban is one of the core ideas of OKR.

These four quadrants are:

The first quadrant: goal+key result

Core point: Pay attention to the confidence index of each key result. 0~ 10。 Use 5 as the default value. So it was written as (5/ 10)

The second quadrant: as this week's work

Core point: establish the priority of work. These works can help complete the KR index. The priority can be P0-P3. P0 stands for very important, P 1 stands for general importance, and P2 and P3 are not so important, but they should be completed. Don't list it if it's not important.

The third quadrant: work in the next 4 weeks

Core stores: list them as the focus of future work and constantly remind them.

The fourth quadrant: state indicators

In other words, other important O's that are not included in the company's most important O's. As a hint, you can do it, too.

What will you find from it? I was surprised to find that the essence of the goal is hidden in the details:

1) the first quadrant: it emphasizes the confidence index, which is actually a control of risk. The higher the confidence, the greater the possibility of completion. Of course, if you use a risk index, you can do it, but there are differences in dimensions and incentive effects.

2) Status indicators: other key indicators that need attention are listed. But there is only one O. Emphasis on concentration and concentration. This corresponds to the priority resources of the enterprise, and only pays attention to the goal with the highest value.

3) The concept of priority. KR (key result) is essentially the accumulation of priority tasks completed with time axis.

Finally, we can draw a conclusion:

Give confidence to the key results and give priority to the disassembly task. Then continue to monitor, optimize, reflect on the resumption and increase efficiency. So as to achieve the purpose of O.

Writing here, I suddenly found that many ideas are interlinked here. Because small-scale rapid iteration, feedback, optimization and delivery are part of agile and lean concepts.

Isn't OKR an agile goal tool?

I think it is getting more and more interesting. If this is the case, then for individuals, organizations and enterprises, agile goals can ensure that they can finally accomplish what they want to do.

This gives me confidence!

Third, construct the panoramic system of OKR.

Share a micro lesson about OKR after learning. The writer is professional X.

In retrospect, OKR's courses are getting deeper and deeper for me.

This paper briefly reviews the knowledge system of this course, and tries to build a complete OKR knowledge tree for continuous improvement in the future.

Reviewing this course, the main knowledge points are:

1)OKR history

1, MBO target management system from Drucker: there is a goal before there is a job. Many people look at it the other way around. Use goals to guide work.

Andy Grove, CEO of Intel, invented OKR and used it in Intel (including the "smash operation" with Motorola). John doerr was an engineer at Intel and later became an independent investor. Then a good story happened: I invested in Google and brought this OKR system methodology to Google. At present, Google's market value has reached 1.53 trillion US dollars.

Later, foreign companies, including Facebook, Twitter and Uber, and domestic companies, including ByteDance and other large Internet companies, put this tool into business use.

2) Four elements of 2)OKR

1. It can be said that the four elements are the core of OKR. Include focusing, alignment, tracking and challenges.

Focus: o (goal) to focus. Don't disperse. Preferably 2-4 seconds. There are 2-4 KR below each O, which forms the most important OKR.

Alignment: OKR alignment from employees to leaders and employees, and alignment between departments. The latter point is also very important, to prevent prevarication between departments and improve the level of cooperation.

Tracking: It can be understood as continuous feedback on the implementation. I will elaborate on this later. Minimizing the time dimension of feedback and following up quickly is a good medicine to face today's rapidly changing business scene. This is also technical. Another term for tracking includes its [communication]. Continuous communication and feedback, continuous optimization.

Challenge: Setting a goal can't be too simple, it needs some challenges. Why? OKR is essentially a tool to motivate individuals, teams and organizations. If the goal is ordinary, OKR will lose its meaning, which is no different from the task assigned by the leader. OKR is a tool to stimulate desire and creativity, which involves the completion of scoring OKR.

Generally speaking, the score of OKR includes four intervals: 1, 0.7, 0.4, 0. Each score represents a different meaning of achieving the goal and corresponds to the degree of completion of the goal.

3) Implement 3)OKR landing

How do enterprises carry out OKR landing? How to introduce OKR into enterprises and solve their problems?

The author provides a series of practical steps:

1) communicate with leaders in depth to clarify the main situation and objectives of the enterprise.

2) Communicate with the team. Understand the current situation of the team and find out the problems existing in the team.

3) Introduce OKR and train the basic knowledge of OKR.

4) execute OKR. And in the process of implementation, continue to restart and follow up the implementation of OKR.

5) Continue the above four processes. Constantly adjust and optimize. Precipitation has become the OKR practice of enterprises.

4) The scope and risks of the company's OKR.

Generally speaking, it is aimed at three areas: landing in the project team, landing in the department and landing in the whole company. Different organizations have different risks after logging in to OKR. Undoubtedly, it is a major change to understand OKR as a tool to correct and optimize employees' goals and implementation systems. Employees will naturally face resistance, disobedience and even other ideas. It is necessary to fully consider the landing risk and make relevant plans.

-End-

Official account of WeChat: Wang Yixiang OKR.

WeChat official account, the target management field with 99% oxygen content. Initiated by Auntie, dedicated to spreading OKR's knowledge and experience. Help individuals and organizations achieve their goals through sharing, consulting and training of OKR.