Effective OKR programs require clear accountability and ownership. While it’s important to have a designated team responsible for managing the OKR program, it doesn’t mean that a single person or team is solely responsible for updating or achieving the Key Results or Objectives. The OKR Program Management Team is typically found within the CEO’s office, Operations leadership, or Chief of Staff. It’s worth noting that HR departments are not typically in charge of OKRs as their focus is more on individual performance and employee development, whereas OKRs are centered around strategic execution and business goals.
FAQ in this section
- What if there’s an OKR we can’t afford to miss?
- How do I implement OKRs in my organization?
- Who should be in charge of our OKR program?
- How do I use OKRs in my organization that uses Annual Budgets and Strategies?
- Should we cascade our OKRs across the entire organization? Won’t this help with alignment?
- Should OKRs be part of employee bonus and salary schemes?
- How do OKRs work with non-quarterly goals?
- Do we really have to localize OKRs throughout our entire org?
- Do we have to roll out OKRs in our entire organization at the same time for them to work? Or, is there another way without this much disruption?
- Would you recommend setting personal/individual OKRs?
- Does every single employee really get their own OKRs or does one set suffice for the whole team?
- Should I set OKRs from top to bottom or vice versa?
- What are the specific roles in an OKR program?
- Can I just use the same OKRs as my CEO?
- Can I just use the same OKRs as my manager?
- When should I start using OKRs?
- Who should be an OKR Team Champion?