The Success of an OKR program isn’t accidentally. It requires continuous effort. As an OKR coach who has been working with the OKR cycle for the last 6 years, I’ve implemented successfully the OKR framework in many organizations in different industries.
Here are the key factors, that indicates a successful implementation process in any company:
Executive involvement
Executive leadership often drives the choice to implement OKR framework. This decision is an important initiative and only stands for the start of the OKR program. The organizational implementation is that the responsibility of the OKR Champion, Managers though must be involved to translate the strategy into OKRs, approve quarterly OKRs, and reinforce the importance of progress in meetings and company-wide communications. If the leaders don’t still communicate they care, then nobody else will.
Strong OKR Champion
An OKR champion is that the person tasked with managing the education, rollout and ongoing operations of the OKR program. they’re an indoor OKR expert who must confirm employees understand the framework and implement it into their routine – knowing when to make and update OKRs. The OKR Champion must establish a performance system of accountability that communicates clear expectations, so it’s imperative that they need the right operational experience and right approach to manage this company wide challenges. Does the OKR Champion have previous project management experience? Is he or she organized? Does she or he feels empowered and motivated by OKRs?
Targets-first approach
OKR is about taking the corporate strategies and converting it into real results . The target is to interrupt the established order and grow. so as to try to to this, it’s important that the company has strategic goals to give direction. These objectives then inspire teams and employees to work out how best they will impact the company goals. Within the spirit of cross-functional, collaboration, transparency and alignment objectives are transparent by default, the main target then should get on the company and team goals, rather than private individual performance. Are team goals about pushing the company forward rather than individual development?
Team engagement
Leadership sets the strategic objectives and it’s the responsibility of teams to figure out how they’re going to achieve real results. This creates a way of autonomy and ownership since 50-60% of the objectives are then bottom-up. It then becomes important that teams embrace this role and fully plan to the OKR method. The standard of their objectives and participation matters. Progress is merely possible if teams are willing to find out something new, adapt, and thoughtfully contribute. Are teams taking the time to reflect on the business and draft thoughtful objectives? Are efforts being made to know the OKR framework and language respectively? It’s important that an OKR program starts off right. If the answers to any of those questions is “no,” then there’s a chance to quickly address the weakness. If you don’t create a solid OKR foundation, failure of your OKR program is, unfortunately, inevitable.
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