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OKR Playbook For Executives 2
OKR Playbook For Executives 2
EXECUTIVES
Management Summary
As an executive, this guide should help you:
“Management is about human beings. Its task is to make people capable of joint performance.
Management is the critical, determining factor.”
An OKR program can only be successful if it is One reason for this is that management’s support
supported by all participants within the program. for the process is often carried over to
That extends from the top of the company down employees, increasing their engagement and
to every single employee. Those responsible for motivation and, ultimately, the success of the
implementing the OKR often face the challenge program. Of course, this requires the executives
that executives aren’t sufficiently involved in the themselves to have taken time to understand the
OKR process and, as a result, don’t fully support OKR process as well as the principles and
it. On the other hand, employees don’t always processes behind it. Ideally, they have even
understand why OKRs are being introduced. participated in a training program to be able to
authentically communicate the mindset behind
the process.
To prevent this, take the time to ensure all
relevant individuals completely understand,
support and are actively involved in the OKR Acting as a multiplier
method. After all, it is not only a new process Through continuous, active communication and
being introduced, but also a new mindset that their own engagement and self-reflection,
every participant needs to have to get the executives can motivate their teams to accept the
organization on the right track. OKR principles and successfully work within the
OKR process. This also includes creating clarity,
Here is an overview of the responsibilities and answering questions and explaining why the
roles you, as part of the leadership team, will have framework is being introduced and how
during the introduction of and throughout the employees and the organization can profit from
OKR process: it.
“OKRs are a management methodology that helps to ensure that the company focuses efforts
on the same important issues throughout the organization.”
Of course, the benefits mentioned on the Workpath offers a “home” for this framework. In
management and team levels also affect the a comprehensive SaaS solution with
organization itself. Through an agile working user-centered workflow tools and an
method, employees are motivated to take on accompanying analytics suite, all related projects,
responsibility and can see more purpose in their goals and metrics are connected with one
work. By involving all relevant teams and their another. This makes it easier to analyze results,
additional customer knowledge into the strategic draw conclusions and learn cross-functionally.
planning process, basic customer centricity is
ensured. Finally, the introduction of OKRs means
that a great deal of the core principles a company
needs to survive in today’s competitive market
are actively integrated. Efficiency and stability,
the success factors of many established
companies, are replaced with adaptability and
speed, the principles of new market leaders.
Reading all this, it sounds quite positive and plausible, doesn’t it? That’s also an essential point: Creating an
organization that works in this way is attractive for employees and makes your organization competitive in the
job market for new and existing team members.
If all relevant individuals are on board for the Especially during the initial introduction, the
introduction of OKRs, the next step is to leadership team, program lead and plenty of OKR
implement the framework. Below you can find coaches should be trained to work with OKRs to
five key tips on how to best proceed. help properly assist their teams. This means they
need to understand the theory behind them as
well as practical points, such as what good and
1. A clear vision
not so good OKRs are and how they’re
Even before the OKRs can be implemented as the formulated. If leadership isn’t qualified, meaning
main control system, it is important to lay the they don’t have the necessary tools and
proper foundation within the company. This knowledge before the framework is introduced, it
means management should take the time to is difficult to ensure the teams will properly work
define a clear vision, mission and company values. with it and see its benefits.
These should also be communicated to the entire
organization. A strong culture based on these
values allows for the creation of a robust OKR 3. Step-by-step implementation
system. A sustainable transformation doesn’t happen
overnight and nobody becomes an OKR expert
with the snap of a finger. The OKR framework
2. Who and why?
should be introduced and optimized step by step.
The two most important aspects to keep in mind This is the only way to ensure all relevant people
when introducing OKRs are the who and why. are included, but also held responsible. They can
The “why” should be explained to and understood gradually unleash the benefits of OKRs through a
by everybody. “Why are we introducing the OKR better understanding of the OKR process. The
tool (and, if necessary, a connected tool like next set is to then integrate the OKRs into the
Workpath)?” The arguments for this will be existing tool and process environment more and
discussed in the final section. more and use interfaces to create synergies and
make the right decisions.
Just as important are the people involved in or
responsible for the OKR process. it is essential to
ensure the appropriate people are on board—
OKR coaches, program leads, all levels of
management and employees on a broad scale.
“Objectives and Key Results are more than just a new tool. Rather, they are a new way of
making strategy consumable and structuring its implementation. The executive has a core role
here: In addition to drafting OKR at the organizational level, this could also mean actively
participating in communities. On the one hand, as a manager I show my appreciation. On the
other hand, through this point of contact, I am aware of current obstacles and can create
added value for the entire organization by eliminating them.”
2. OKR Drafting
As discussed in the previous section, leadership In further OKR drafting, teams develop their
works both with the team “in the system”, i.e., OKRs based on the priorities communicated by
developing and operationally working on goals to the organization. In this case, it is essential that
execute the strategy, and “on the system”, i.e., program leads ensure teams have all the
optimizing the work environment and processes materials they need to do so. For example, they
for their teams to help them work as effectively should have access to appropriate tools, like
and efficiently as possible. The tasks along the Workpath, and should be provided with
OKR Cycle can also be divided into these two templates, guides and possibly coaches to best
focus areas. formulate their goals.
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make better decisions on when to adapt focus, budgets or
structures as early as possible.