OKRs, or Objectives and Key Results, provide a framework for setting and tracking business goals. While they can be set on an annual level, it is important to review and analyze them every 90 days to ensure their validity and accuracy. It is also recommended to break down goals that do not align with the quarterly framework into smaller, quarterly pieces. This helps create transparency and comparability across the organization, as the progress and impact of these goals can be discussed and tracked at the end of each quarter. During the reset phase at quarter end, the next interim goal is set, ensuring a continuous and focused approach to strategy execution.
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?