Forum Discussion
Aligning Employee Execution with Business Strategy
If you haven't had a chance to check out this ebook, Aligning Employee Execution with Business Strategy, on our Viva Goals Adoption site you should check it out - it discusses what makes an OKR program successful, and what can cause it to fail.
Here are the 8 elements that make an OKR program successful (the ebook goes into more detail on each element):
- Organization-wide adoption of OKRs
- OKRs underpin the culture of the organization
- Executive sponsorship
- Established business rhythms
- Greater transparency across levels and teams
- Greater alignment across teams and the organization
- Enhanced scoring and reflection
- Dedicated ownership of OKR program management
Give it a read, and let me know your thoughts! 
1 Reply
- Great post, Brittany!
My experience reflects each of those, so they all get my vote 😁
The trap I've seen clients fall into (and then ask us to help them out of) is in relation to element 1 when they interpret that as "everyone should have a personal OKR." This is often because HR is trying to use OKRs as a "replacement" for their legacy performance management. This never goes well, as the sheer number of OKRs that require review & reset each quarter becomes unmanageable. Also, I've seen people be "forced" to create an OKR for themselves, which ends up being of very little value and is actually quite stressful for the individual.
I know the e-book isn't recommending this approach, but I thought it worth sharing my experience for clarity.
