The more OKR has gained popularity, the more it is misunderstood and misused. Objectives and Key Results can unlock superpowers such as focus and alignment, however these require certain principles.
In all these years I’ve worked for/with Scrum Teams, one common problem I’ve observed was that most of the teams didn’t see the big picture. The scrum teams I’ve worked with found the combination of OKR & Scrum very helpful as they had much more clarity and transparency about their focus and sprint goals. Also reviewing their outcomes after the sprints gave them a sense of contributing to something bigger and started thinking with the end in mind.
I get the question a lot, what books about OKRs I recommend. Here is my TOP 10 Books about OKRs. Of course there are many more valuable resources like podcasts, blogs, keynotes, meet-ups, etc., which I’m going to list separately.
You heard about OKRs and know how to write an Objective and 3-5 Key Results per Objective. But based on which information will you choose your Objectives and what happens after writing measurable Key Results? Even if you reach them 100% how do you know what was it good for? Let me start the story from the beginning. The OKR Process is just one part of the big picture. Meaningful OKRs require a fruitful ground where they can flourish. I visualised the process from the beginning how I start it when I coach a team.
OKR is a goal setting framework that helps to reach a vision (of a person or an organisation) in manageable steps with measurable goals. OKRs make the rather abstract intangible vision and long term goals more tangible. Measurable goals track the process and tell if you’re on the right track.