OKRs For Better Outcomes

OKRs is one tool that helps companies achieve their desired outcomes, however, they do not stand alone.  Instead, they are integrated into at least three larger streams of value, which typically have different sponsors within companies.  Understanding these value streams is helpful for context when connecting with the right leaders to cost-justify OKRs, and implementing OKRs to improve these value streams. 

Strategy Execution - When Andy Grove and John Doerr founded and popularized OKRs it was with the intent of ensuring that longer term strategic initiatives not get lost in the sea of short-term, immediate and important day-to-day work.  A number of years ago, I wrote a Forbes article about https://www.forbes.com/sites/johnkotter/2012/01/04/what-happens-when-the-strategy-consultants-leave/?sh=5930b4c62113, in other words as companies move from focusing on strategy to focusing on execution.  The short answer is OKRs helps with this translation process. The leaders most engaged in strategy execution are the CEO, COO, and other members of the CXO.  

Employee Engagement - Goals have been an essential part of leadership and employee development and performance reviews for a very long time.  What goal-setting with OKRs can help achieve is to connect leaders, managers, and employees to company, department, and team goals.  By doing so, they engage employees into the broader context and purpose of the company, their department, and their team.  The senior leaders most focused on this value stream are the CHRO along with other CXOs.

Agile Operational Execution - The Agile methodology used for improving software development and IT, is now moving to operational execution for organizations more broadly.  Many organizations have robust agile practices, and prioritizing goals is essential to this practice area. The COO, CTO, and CIO are typically sponsors of Agile software development and operational execution. 

When working with or within organizations it is essential to understand the broader context of what they are trying to accomplish with OKRs.  This context helps when advocating for OKRs, and leads to using the right language and levers to support successful trial and implementation.