Here's how to define your company's OKRs and the benefits to management
Every organization seeks optimization in planning and achieving goals. It is possible to find several methodologies to reach these results. However, none of them is as efficient and adaptable to the profile of an organization as OKR.
OKR stands for Objectives and Key Results. It consists of a management system based on the definition of objectives at different levels of the organization.
This is based on the company's strategic model, so that measurable and dynamic goal is set, making all employees work together in one direction. Here's how to define your organization's OKRs and what are the benefits of using this method. Good reading!
In order to achieve the objectives set for the organization, the engagement of all the individuals involved is of fundamental importance. The goal of OKR is to connect the company so that the team and the goals are aligned, causing all employees to work together in a unified direction.
When everyone involved feels part of a whole, there is an increase in productivity. Unlike what is peculiar in goal meetings, which are conducted by management and then only passed on to the other levels, when defining OKRs, completeness is complete by dividing responsibilities and giving motivation.
The board defines long-term directions and objectives and each contributing member determines the ways to achieve results. OKRs are kept public so that all employees and teams move toward the same goals and know what others are focusing on.
In this way, great engagement and optimization of collective and individual performance is generated. This view of the connection and of the importance of each involved party does not allow demotivation since each of them clearly understands its responsibility and relevance for the organization as a whole.
Transparency of results
The more diffuse the targeting and the delegation of responsibility, the less transparency and, consequently, the less productivity. An organization should act as a system, in which each part is important and has clarity of its participants for the overall smooth functioning.
Because OKR is a process that works with specific short-term goals and transparent management, when implemented well, results tend to emerge in a short time. This transparency, given the commitment of all, brings very concrete results.
By setting the OKRs, employees and teams will always be up to date on what direction the company is taking. This contributes to the development of each member of the organization. The sense of responsibility generated makes everyone seek to add more knowledge and develop their strengths.
Even with well-designed goals, there is a risk that they will not be achieved. However, this can bring greater maturity and understanding. When it is not possible to reach a certain goal, one must analyze the reasons why it was not successful.
This will serve as a lesson in understanding where the failures occurred and how to tailor the application to achieve the goals and increase the organization's perception of the market in which it operates. Feedback should be constructive and continuous.
This maturing cycle challenges the improvement and structuring of work teams. Competitiveness is due to the perception that the learning cycle provides. The deadline for reaching targets is usually quarterly. During this period, it is possible to make adjustments that enable better development and achievement of objectives.
Ease of Use
OKRs often run away from bureaucracy and are more productive and accessible. Because of consistency and simplicity, its deployment is easy and its use as well. There are two main components when defining the OKRs, which are:
- objectives (O): it is the statement of the direction that the company wishes to take. They should be simple, short and easy to memorize;
- key results (KR): it consists of the goals set to achieve the goal. The ideal is to define 2 to 5 key results for each goal. They must be quantitative and measurable.
Objective: Increase profit by 10%;
- outsource the distribution fleet and reduce costs by 25%;
- launching seasonal campaigns on commemorative dates and doubling revenue over the previous year;
- implement a reverse auction supplier registration system and save 10% on purchases.
The measurement steps of how effective the process of application of the teams is being measured are quantitative. Using a scale from 0% to 100%, or from 0 to 10, it is possible to have simplicity by measuring in a standard way what is being done.
With well-defined objectives within a realistic and ambitious vision, in a clear and objective way, the key results come in to indicate if the goal was achieved by the end of the established period. Performance monitoring can be done through emails, wall murals, communications, among other tools, to keep everyone aware of the progress of the process.
For example, if the goal is to increase the number of new leads by 10% over a period of one month, each week everyone will have access to performance data for that goal. Getting success in this step, consequently the number of sales increases. Because there is no systematic pattern, the OKR becomes flexible, bringing the company's internal reality to the key definitions.
Typically, tactical level OKRs have stipulated quarterly and strategic level annually. By following the full definition of OKRs, always looking for adjustments to achieve the goals, the results come naturally.
The weekly follow-up already indicates if the measures taken by the team were assertive, by means of the score. Keeping the focus, the results are emerging and at the end of the first period can exceed expectations. This drives the company in the pursuit of achieving strategic-long-term objectives.
Remembering that the metrics do not measure the effort, but the efficiency of the tactics adopted by the departments. After achieving the short-term goals, other OKRS will be implemented to start another cycle of well-defined and transparent goals for all.
Thus, the OKR becomes part of the company's culture, with its clear and clear definitions and with the involvement of all departments. All this internal change impacts customers, who will receive an optimized and attractive service. This improves the relationship, causing the clients themselves to act in the disclosure of the institution's services.
Greater reach of leads will add to the strategic objective and give greater impetus to tactical indicators. This customer engagement fuels and fosters increased productivity.
Now that you know how to set your business's OKRs, be sure to share this article on social networks! Help others to optimize their business through this effective method!