OKRs (Objective Key Results) is not an emerging tool that was created, first applied in the 1970s. This is a tool that was deployed to assist in managing goals, ensuring the cooperation between individuals in the organization takes place throughout, focusing on the contributions of individuals, groups and organizations, measuring those contributions to help the organization grow.
Specifically:
OKRs allow us to “dig deeper” into what numbers mean. Thorough testing of the results of OKRs helps us to ask more questions about possible future scenarios, or to predict the future based on indicators that represent results.
OKRs are a commitment of the time and continuous effort of all individuals within the organization. We will avoid the situation of setting “innocuous” goals, where no individual or group is able to perform, or the ability of the group / individual.
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OKRs are performed with high efficiency only when individuals in the organization are committed to implementing OKRs. Specifically, OKRs are updated regularly in each quarter, the results are carefully and thoroughly checked and the implementation strategies / models are adjusted as needed.
OKRs emphasize effort through quantitative results. Instead of looking at a series of work items and tasks that need to be done, OKRs focus more on the not-to-be as well as on-done work to measure contributions. for the organization.
All employees work together is an important feature of OKRs that emphasizes cross-functional collaboration and the value of teams in creating organizational success. OKRs must be organized and used to optimize collaboration and cohesion among the individuals within the organization. All individuals from employees to management can master the goals and key results of the organization.
OKRs = Objective + Key result
Objective "Where do I want to go?" A goal is a qualitative statement designed to push the organization forward, moving forward. More simply, the target answers the question: "What do we want to do?". A well-written goal is short, workable, doable in a quarter, and inspires the team.
Example: We need to build a free online course to train the basics of Agile next quarter. So one goal we can set in the next quarter is: Launch an online course on Agile basic, free of charge, to attract learners to Agile Academy.
This goal is short, qualitative, feasible next quarter and encourages the creativity of individuals and groups to create an engaging course.
Key result "How did I get there?" is a quantitative statement that measures the success of a given goal. More simply, the key outcome will answer the question, "How do we know if we are achieving the goal we have set?" A given goal should have about 3-5 key outcomes.
Returning to the example above, we mentioned a free, online course that attracts learners to Agile Academy. In the above statement, there are no factors that can be converted into numbers in the key results. Therefore, we need to study in the current business context of the organization to concretize the key results into quantitative, perhaps as follows:
Thus, when the business sets goals under OKR, it will help individuals and organizations manage the goals more effectively, thereby ensuring the coordination between individuals in the organization is carried out throughout. Time to measure contributions to help the organization grow.
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OKRs are a way to effectively set goals and manage them, so what about to work effectively in combination with OKR metrics? The answer is to combine OKR with Agile Thinking, Lean Thinking to bring the best working results. Working on an Agile model is a flexible, transparent, autonomous and empowering way of working. Because of these characteristics, businesses always use OKR in parallel and work according to the Agile method.
You know, the leading companies in the world and Vietnam today have been and are moving gradually according to the Agile method of working and set OKR goals. Some of our clients are FPT Software, VinID, An Phat, Hblab, Co-well, ...