Yes, each team within an organization, whether it be a leadership team, functional team, or cross-functional team, should have its own set of OKRs. This allows for a more focused and tailored approach to achieving business goals and objectives. The process of breaking down OKRs into subsequent teams and creating an adapted set based on the specific responsibilities of each team is referred to as “Localization”. This ensures that each team is aligned with the overall strategy execution and can effectively contribute to the organization’s success. By implementing localization, teams can better prioritize their efforts and measure their progress toward achieving their objectives and key results. That being said, OKRs shouldn’t be “department-specific”, but the themes of the OKR should be shared throughout, to avoid silos.
FAQ in this section
- How can I tell the difference between Aspirational and Committed OKRs?
- How do I balance OKRs?
- Do different departments have their own OKRs?
- How to draw the line between initiatives and results?
- How do I set up an effective OKR?
- Should executives write OKRs for the entire organization?
- How do I write OKRs?
- How many OKRs should I create?
- Should I have individual OKRs or just team OKRs?
- What are linked or aligned OKRs?
- What can help us to prioritize OKRs?
- Should my OKRs be realistic or should they be difficult to achieve?
- How do you set personal OKRs?
- What are stretch goals and should we use them?
- My team can’t agree on our KRs and we’re running out of time at our workshop. What do we do?
- What Key Results should my team use?
- How many OKRs should a team have?
- Are there different types of Key Results?
- Are there different types of Objectives?
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