In order to improve strategy execution, it is important to ensure that all OKRs (Objectives and Key Results) are aligned. This means that OKRs should be broken down from the up-level team into the specific team in question. By localizing the OKRs, the team can better understand and reflect on their impact, role, and goals within the overall strategy. This approach allows each team to focus on their specific objectives and key results, ultimately contributing to the success of the strategy as a whole.
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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