Inspired by Peter Drucker’s studies on management by objectives in the 1950s and formalized in the 1980s by Andrew Grove, at the time CEO of INTEL, the Objectives and Key Results method has since been taken up and used by numerous companies (Google, Spotify, Slack, Netflix…). Setting objectives and measuring key results facilitates the implementation of a business strategy by favoring harmonization and understanding on the part of employees. In other words, OKRs aim to organize employees’ participation and involvement around transparent shared objectives.
OKR: an effective, scalable triad to deploy a goal-oriented strategy
WHAT ? What are the clear, ambitious, inspiring objectives?
HOW MUCH ? Key Results allow measuring results as employees progress.
HOW ? Which steps and modalities should employees choose in order to reach the expected goals?
OKRs comprise aligned, hierarchical and interdependent units with a synergetic will to take action.
They function like successive circular waves coming from drops of water falling onto water: they move along and spread out, until they join together.
The method is a way of instilling a common objective and letting each employee understand it, become immersed in it, and subscribe to it.
Unhitched from the employees’ daily tasks, the method helps give meaning. Each action to be undertaken has a direct impact benefiting the whole business on the strategic level.
By getting people on the same page, the OKR process is a powerful lever of involvement in the strategic transformation of their company.
The level of attention implied in setting ambitious goals favors a workplace climate that motivates and mobilizes the workforce. When they are actively involved in defining and deploying the company’s strategy, employees are empowered to unshackle their personal and professional potential in support of shared aspirations.
Since it involves tactical OKRs to reach a goal, the employees’ autonomy reinforces engagement and enhances the will and pleasure of working together for greater efficiency.
In this favorable context, the KLAPOTI digital solution catalyzes this new energy that can greatly increase productivity.
An aid in understanding strategic issues, a facilitator of accessibility and sharing of information, an efficient tool to monitor progress… KLAPOTI makes the transformation process more fluid, breaks down barriers separating employees and advances the tactical deployment of the strategy..
Engaged leaders: a prerequisite for success
To guarantee a successful roll-out, top management must take care to :
- Appoint and empower an OKR “ambassador” from within the business, to be an agent of change recognized by colleagues as holding the genuinely strategic and fundamental mission of deploying, replicating and aligning the OKRs.
- Communicate the central vision and strategic goals, and highlight tactical goals.
- Avoid criticizing where goals are not met; the OKR method is not to be used as a tool to evaluate performance, but as a way to profit from experience.
This ambassador should train and guide the managers over time, from the initial meetings of teams until their full ownership of the process.
The teams must be fully empowered to define the tactical goals, so that the OKRs play an integral role in the company’s methods of managing and operating.