thumbnail_favicon.png

favicon.png

logo.svg

soc-v3.svg

soc2.svg

cyber-essentials-certified.svg

GDPR.svg

thumbnail_homepage-hero_hybrid-work.jpg

homepage-hero_hybrid-work.jpg

The case for switching to hybrid is powerful. But it’s not an easy transition to make.

thumbnail_use-case-challenges_hybridwork.jpg

use-case-challenges_hybridwork.jpg

The challenges

Learn how to transition to a hybrid work model

large_use-case-hero_hybridwork.jpg

medium_use-case-hero_hybridwork.jpg

small_use-case-hero_hybridwork.jpg

thumbnail_use-case-hero_hybridwork.jpg

use-case-hero_hybridwork.jpg

quotes.svg

Hybrid work

Gtmhub enables your enterprise to orchestrate strategy and deliver business results with OKRs, including solving the challenges of switching to the hybrid model. 

large_use-case-hybrid-work-solutions-img.png

medium_use-case-hybrid-work-solutions-img.png

small_use-case-hybrid-work-solutions-img.png

thumbnail_use-case-hybrid-work-solutions-img.png

use-case-hybrid-work-solutions-img.png

The solution

The Hybrid Work Model

Organizations that offer the freedom to work from home are:

The future of work is hybrid

large_homepage-hero_hypergrowth.jpg

medium_homepage-hero_hypergrowth.jpg

small_homepage-hero_hypergrowth.jpg

thumbnail_homepage-hero_hypergrowth.jpg

homepage-hero_hypergrowth.jpg

The challenges that separate the winners and losers are well understood but not easy to solve.

large_use-case-challenges_hypergrowth.jpg

medium_use-case-challenges_hypergrowth.jpg

small_use-case-challenges_hypergrowth.jpg

thumbnail_use-case-challenges_hypergrowth.jpg

use-case-challenges_hypergrowth.jpg

Learn how to win the hypergrowth race

large_use-case-hero_hypergrowth.jpg

medium_use-case-hero_hypergrowth.jpg

small_use-case-hero_hypergrowth.jpg

thumbnail_use-case-hero_hypergrowth.jpg

use-case-hero_hypergrowth.jpg

Hypergrowth

Gtmhub enables your enterprise to orchestrate strategy and deliver business results with OKRs, including solving key hypergrowth challenges.

large_use-case-solution-1.png

medium_use-case-solution-1.png

small_use-case-solution-1.png

thumbnail_use-case-solution-1.png

use-case-solution-1.png

The Hypergrowth race

Hypergrowth is a race for market leadership. The rewards include:

Winning the hypergrowth race

large_homepage-hero_portfolio-management.jpg

medium_homepage-hero_portfolio-management.jpg

small_homepage-hero_portfolio-management.jpg

thumbnail_homepage-hero_portfolio-management.jpg

homepage-hero_portfolio-management.jpg

EPM is vulnerable to challenges that limit the returns to a fraction of what could be achieved.

large_use-case-challenges_portfolio-management.jpg

medium_use-case-challenges_portfolio-management.jpg

small_use-case-challenges_portfolio-management.jpg

thumbnail_use-case-challenges_portfolio-management.jpg

use-case-challenges_portfolio-management.jpg

Learn how to maximize your Enterprise Portfolio Management

large_use-case-hero_portfolio-management.jpg

medium_use-case-hero_portfolio-management.jpg

small_use-case-hero_portfolio-management.jpg

thumbnail_use-case-hero_portfolio-management.jpg

use-case-hero_portfolio-management.jpg

Portfolio Management

Gtmhub enables your enterprise to orchestrate strategy and deliver business results with OKRs, including solving challenges to enterprise portfolio management.

large_use-case-portfolio-management-solution-image.png

medium_use-case-portfolio-management-solution-image.png

small_use-case-portfolio-management-solution-image.png

thumbnail_use-case-portfolio-management-solution-image.png

use-case-portfolio-management-solution-image.png

Enterprise Portfolio Management

Enterprise Portfolio Management (EPM) allocates and controls nearly half the payroll and most of the CapEx of large firms. Key to success is the ability to formulate and deploy strategy as disruption and new opportunities arise.

Maximizing Enterprise Portfolio Management

large_homepage-hero_strategy.jpg

medium_homepage-hero_strategy.jpg

small_homepage-hero_strategy.jpg

thumbnail_homepage-hero_strategy.jpg

homepage-hero_strategy.jpg

Successful strategy execution requires overcoming organization design rooted in an era when the goal was stability rather than reinvention and agility.

large_use-case-challenges_strategy-execution.jpg

medium_use-case-challenges_strategy-execution.jpg

small_use-case-challenges_strategy-execution.jpg

thumbnail_use-case-challenges_strategy-execution.jpg

use-case-challenges_strategy-execution.jpg

Learn how to bridge the Strategy Execution gap

large_use-case-hero_strategy-execution.jpg

medium_use-case-hero_strategy-execution.jpg

small_use-case-hero_strategy-execution.jpg

thumbnail_use-case-hero_strategy-execution.jpg

use-case-hero_strategy-execution.jpg

Strategy Execution

Gtmhub enables your enterprise to orchestrate strategy and deliver business results with OKRs, while sidestepping the challenges.

large_use-case-strategy-solution-image.png

medium_use-case-strategy-solution-image.png

small_use-case-strategy-solution-image.png

thumbnail_use-case-strategy-solution-image.png

use-case-strategy-solution-image.png

Enhanced Strategy Execution

Whether dealing with go-to-market strategy, transformation, or reacting to disruption, success depends upon the ability of the organization to smoothly translate plans into action.

Bridging the Strategy Execution gap

I'm interested in learning more

Forward-thinking organizations are shifting to a culture of outcomes. Executives benefit from improved alignment, agility, and engagement. Individual contributors welcome greater empowerment, purpose, and trust.OKRs are the bridge to the new culture and mindset. Gtmhub enables your enterprise to orchestrate strategy and deliver business results with OKRs - at scale.

Why OKRs and Gtmhub?

Product Animation 01.mp4

thumbnail_Alignment tree.png

Alignment tree.png

logo-Sociate-Generale-small.svg

logo-TomTom.svg

logo-Adobe.svg

logo-Red-Hat-small.svg

logo-CNN.svg

logo-Experian.svg

logo-Bibliotheca.svg

logo-Mazda.svg

logo-Lumen.svg

logo-Merck.svg

logo-KuehneNagel.svg

logo-City-of-Seattle.svg

Verint.svg

logo-TuvSud.svg

logo-Which.svg

logo-Automox.svg

logo-Chargebee.svg

logo-DigitalAi.svg

Zuhle_client_logo.svg

OKRs are simple but require a change in mindset and working practices. Team up with leading experts to adopt the methodology successfully.  

Image-Timeline-5.svg

Find the right partner

Welcome to the Gtmhub Marketplace. Choose from 200+ ready-to-go OKR templates for all teams with one simple click.  

Visual_Marketplace.svg

Quick start your  OKR journey

Successful OKR implementations start with the right support

When we share, something amazing happens.&nbsp;Whether it’s a good deed done in your personal life, winning a three-legged race, or collaboration in delivering a critical project, we at <a href="https://gtmhub.com/company?utm_source=gtmhub&amp;utm_medium=blog&amp;utm_campaign=np-shared-okrs" target="_blank" rel="noopener noreferrer">Gtmhub</a> recognize your desire to work together and share. &nbsp;This desire inspired the creation of Shared OKRs within our platform, making it easy for teams and individuals to collaborate on projects and Objectives. &nbsp;Imagine Product and Product Marketing are launching a brand-new collaboration functionality. Their Key Results involve reaching a 10% conversion rate from free to paid users and an NPS score of 45.  &nbsp;This OKR should be shared — both departments desire the same Objective, making the functionality a success, and depend on each other to make it happen. Making multiple individual OKRs as an alternative can silo work, leading to hidden dependencies and duplicated efforts. Shared OKRs optimize for cross-functional collaboration and operational efficiency.However, the OKR philosophy hasn’t always been, shall we say, “accommodating” to shared OKRs. In the words of Felipe Castro, ex-Googler and OKR Evangelist,&nbsp;&nbsp;<blockquote>“Years ago, when I started working with OKR, former Googler Marcelo Quintella was the first person to highlight the importance of shared OKRs. While most authors (Google included) don’t even mention it, Marcelo told me that sharing was the most important trait about OKR” &nbsp;Source: https://felipecastro.com/en/blog/tips-ex-googler-shared-okrs/&nbsp;</blockquote>&nbsp;But times have changed, and so has the Gtmhub platform.&nbsp;This one’s for you. You cooperation champions, people pioneers, and tremendous teamwork trailblazers: say hello to <a href="https://help.gtmhub.com/en/articles/5537617-shared-okrs?utm_source=gtmhub&amp;utm_medium=blog&amp;utm_campaign=np-shared-okrs" target="_blank" rel="noopener noreferrer">shared OKRs</a>.&nbsp;<figure class="image image_resized" style="width:81.66%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1632912827/glen_coco_92da8d7829.gif"><figcaption>Page error: funny pop culture reference not found&nbsp;</figcaption></figure><h2 style="margin-left:0px;">With shared OKRs you can…&nbsp;</h2>&nbsp;Demolish silos – Cooperation is the currency of shared OKRs. According to Harvard Business Review contributor <a href="https://hbr.org/2020/12/use-okrs-to-set-goals-for-teams-not-individuals" target="_blank" rel="noopener noreferrer">Jeff Gotthelf</a>, sharing encourages individuals to:&nbsp;Set OKRs with more than their immediate goals in mind &nbsp;Support their team’s overall Objectives and Key results&nbsp;Being a shared Objective or KR owner encourages transparency, collective purpose, and parallel progress: bask in your benevolence, you’ve earned it. &nbsp;&nbsp;Ensure clarity – If there’s a major feature or product release on the map, a real once-in-a-generation gamechanger, you want full participation and sights set on the horizon. Shared OKRs focus on:&nbsp;Clarity on what matters for teams&nbsp;Impact upon customer/business/product&nbsp;Aiming higher and seeing further than the self &nbsp;&nbsp;Map interdependencies – Make transparent what’s needed at each step of delivery. If Engineering needs to do X before Product asks Y, it’s easy. You can:&nbsp;&nbsp;Create tasks&nbsp;Tag tasks/projects by highest/lowest priority&nbsp;Expose hidden interdependencies &nbsp;No more conflict, no more loose ends. &nbsp;&nbsp;Amplify accountability – The blame game is officially over: no one won. With shared OKRs at your side, it’s no longer “you” or “I,” but us. The success or failure of any enterprise now rests on the shoulders of the many rather than the few. &nbsp;&nbsp;Cherish communication – Talking has never been easier or more rewarding – no, really. Up to 80% of businesses use social collaboration tools for enhancing business processes (thanks for that one McKinsey <a href="https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights" target="_blank" rel="noopener noreferrer">McKinsey</a>), with 75% of employers rating collaboration as important (here’s looking at you, <a href="https://online.queens.edu/resources/infographic/communicating-in-the-workplace/" target="_blank" rel="noopener noreferrer">Queens University of Charlotte</a>). &nbsp;Communication is the lifeblood and path to shared OKR victory. &nbsp;&nbsp;Create virtual teams – Your team could be scattered in the stratosphere, but a cornerstone purpose through shared OKRs will earth them. Shared OKRs instill the need to speak and meet regularly and ease the collaboration of colleagues by giving them a unified goal.  &nbsp;Ramp employees quicker – Asking a new employee to create an OKR on day one is asking for trouble. Giving new employees a shared Objective with a senior peer helps them understand the philosophy, technique, and delivery of OKR best practices.&nbsp;Evolve company culture – With all of the above in place, creating a culture of collaboration, cooperation, and OKR domination is all but guaranteed.&nbsp;<h2 style="margin-left:0px;">The right fit&nbsp;</h2>&nbsp;<figure class="image image_resized" style="width:88.93%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1632913480/Puzzle_hands_394278d2df.png"></figure>Creating a successful OKR can be puzzling at times. &nbsp;Imagine your people, products, customers, etc. as different puzzle pieces — your company’s OKRs are the complete image.  &nbsp;Each employee has a handful of shapes and with these they craft a partial picture that is meant to align with the whole. &nbsp;They might sort by color or by shape, forcing pieces together or starting at the edges: each picture and process as unique as the individual, intended to fit into the aggregate.&nbsp;&nbsp;Without OKRs, teams are building in disconnected blindness. Their pictures will not fit together, could be duplicates of others, or might break. &nbsp;With collaboration, we share as we build, we cooperate as we construct, and create a shared language of goal setting to make sense of our puzzle.  &nbsp;We own and work towards our shared goals. &nbsp;Where the bigger picture emerges.  &nbsp;Where things just... click.&nbsp;Don’t believe us? <a href="https://gtmhub.com/signup?utm_source=gtmhub&amp;utm_medium=blog&amp;utm_campaign=np-shared-okrs" target="_blank" rel="noopener noreferrer">Try us out</a> for free.&nbsp;&nbsp;<h2 style="margin-left:0px;">Here’s how shared OKRs work</h2>&nbsp;<figure class="image image_resized" style="width:88.92%;"><a href="https://youtu.be/Djdfwn5alWo" target="_blank" rel="noopener noreferrer"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1632919879/image_2ba027c9aa.png"></a></figure>&nbsp;In just four clicks you’re on your way to OKR oligarchy.&nbsp;Yes, it really is that simple. Sharing is easy, siloing is hard.&nbsp;<hr>If you’re a Gtmhub customer and have feedback for us, <a href="https://gtmhub.atlassian.net/servicedesk/customer/portal/1?utm_source=gtmhub&amp;utm_medium=blog&amp;utm_campaign=np-shared-okrs" target="_blank" rel="noopener noreferrer">let us know</a>. We’re listening. If you’re not familiar with Gtmhub, sign up and <a href="https://gtmhub.com/signup?utm_source=gtmhub&amp;utm_medium=blog&amp;utm_campaign=np-shared-okrs" target="_blank" rel="noopener noreferrer">try us out</a> for free or drop us an email, we’d love to hear from you.&nbsp;

Introducing shared OKRs, your secret weapon against silos, miscommunication and wasted resource

thumbnail_Frame.png

Frame.png

Sharing is caring (and conquering) – Introducing new shared OKRs functionality 

Welcome to the OKR example series inspired by true stories from the business world. In search of an OKR example for a CEO? Here are three OKR examples from three inspiring CEOs.&nbsp;&nbsp;<h2>Companies on a Mission</h2>Some companies have missions that have nothing to do with their products. Instead, for a mission, they have what author <a href="https://simonsinek.com/" target="_blank" rel="noopener noreferrer">Simon Sinek</a> describes as a “just cause” – an idealistic goal that the CEO hopes to bring about, “through the company and its product.”&nbsp;Sinek argues that such missions bring the best out of the workforce by inspiring them and giving them a sense of purpose. He also argues that such missions can be powerful enough to attract customers because they believe in the same cause.Starting with <a href="https://www.tesla.com/" target="_blank" rel="noopener noreferrer">Tesla</a> CEO Elon Musk, all three of our CEO OKR examples are inspired by company leaders that parallel the idealistic mission that Sinek has in mind.<h2>CEO OKR Example 1: Inspired by Tesla CEO Elon Musk &nbsp;</h2><figure class="image"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1633005434/Tesla_CEO_Elon_Musk_56df30cfe0.jpg"></figure><h3>The Tesla Mission</h3>Tesla was formed in 2003 with a mission that is clear, idealistic, and very ambitious. For the sake of the environment, the plan is to make the internal combustion engine obsolete. Or in the words of Elon Musk, they aim to make driving an internal combustion engine-powered car “feel like driving yesterday.”But six years later the initial optimism had gone. By 2009 a weak economy, production delays, and severe cost overruns combined to place the company in deep trouble. Outsiders didn’t know it, but bankruptcy was on the cards.Talking of that time, Musk admitted that Tesla was “operating with maybe one to two weeks of money.” On another occasion, he added. “Every day was like eating glass and staring into the abyss of death.”<h3>Elon Musk becomes Tesla CEO</h3>It was at this low point that Musk transitioned from being Tesla’s lead investor to the Tesla CEO. His quarter-over-quarter, <a href="https://gtmhub.com/blog/evergreen-reusable-okrs" target="_blank" rel="noopener noreferrer">evergreen objective</a> became ensuring the company had enough money to survive long enough to release the Tesla range and sell enough vehicles to reach the promised land of profitably.To achieve this and build the national infrastructure required for the electric car, Musk needed to raise an additional 500 million dollars of funding. To achieve profitability, Tesla would need to sell over four thousand vehicles per quarter. Finally, Musk needed to make sure outsiders never got wind of how dire the financial situation was for Tesla. If word got out, the storm of negative publicity was sure to scupper any chance of achieving the first two desired outcomes.<h3>Summary of the Tesla CEO’s OKR</h3>Objective: Avoid “the abyss” long enough to achieve profitabilityWe will survive byKey Result 1: raising 500 million dollarsKey Result 2: selling 4000 units per quarterKey Result 3: maintaining a positive PR media score<h3>The outcome</h3>Musk set about achieving his KR1 by raising 40 million dollars from investors. The sale of 1000 battery packs to Daimler raised another 40 million dollars. Daimler would go on to buy a 10 percent stake in Tesla, which raised a further 50 million dollars. &nbsp;Finally, Musk overachieved on his KR1 by securing a 465 million dollar loan from the US Department of Energy.Musk achieved his KR2 by taking the highly unorthodox approach of turning every employee at Tesla into a salesperson. He told them to hit the phones with the goal of either securing sales or to make sure customers who had already put down a deposit didn’t back out.Finally, Musk secured his third KR by ensuring all cost-saving measures were cloaked in secrecy and misdirection. Perhaps the best example was claiming that factories were undergoing maintenance during the periods when they were actually shut due to a lack of funds to cover operating costs.<h3>But did it work?</h3>Musk learned in the expensive school of experience that “it’s hard to stay alive as a car company” – so hard that at his lowest point, Musk seriously considered whether to “let Tesla die” and save himself and others “a lot of grief and pain”. But his decision to believe in Tesla would eventually pay off.May 8 2013 was the date Wall Street was stunned to wake up to the news that Tesla had posted its first profit of 11 million dollars against 562 million dollars in sales after delivering 4900 cars in the first quarter. From that point on, Tesla would go from strength to strength. Today an individual Tesla share costs over 700 dollars, the company employs over 70,000 people and has an annual revenue of over 30 billion dollars.Having gone to hell and back, Musk has the following Winston Churchill-inspired advice for CEOs who find themselves in the same boat, “when you’re going through hell,” he says, “keep going!”<h2>CEO OKR Example 2: Inspired by former Old Navy CEO Sonia Syngal</h2>&nbsp;<figure class="image"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1633007310/Old_Navy_CEO_Sonia_Syngal_b60224a654.jpg"></figure><h3>The Gap Mission</h3>Old Navy is a division of <a href="https://www.gapinc.com/en-us/" target="_blank" rel="noopener noreferrer">Gap</a>. Since Don and Doris Fisher founded Gap in 1968, the mission had always been to make as many people as possible feel good about how they looked through affordable fashion. This commitment helped make Gap a global brand, with stores branching as far from the business' San Francisco roots as Delhi and Beijing. However, by the time the board made Sonia Syngal CEO of Old Navy in 2016, the parent company was suffering from sliding sales and a reliance on discounting — a strategy that would eventually cost the Gap CEO Art Peck his job.<h3>Syngal's Strategy</h3>The Gap board gave Syngal the task of bolstering the group's fortunes by taking the revenue of Old Navy to new levels. At the time few realized how just how uncompromisingly customer-centric her approach would be: instead of listening to analysts or fellow executives, Syngal reasoned that "obsessing about our customers and what our customers are telling us" was the key to success. &nbsp;The outcome was some unorthodox growth strategies leading to raised eyebrows among the retail analyst community. For example, under Syngal, Old Navy would become a brick-and-mortar apparel retailer that placed an equal focus on e-commerce, a far-from-obvious decision back in 2016. &nbsp;Old Navy would also end the practice of treating plus-sized clothing as a distinct category with separate pricing. Plus-size would become just another size, with no difference in price to garments in conventional sizes, in effect abolishing the idea of the plus-size category.The most eyebrow-raising decision was to open over a thousand new stores in an economy that had other brick-and-mortar operations downsizing. Even more controversial, Old Navy would abandon shopping malls and instead opt for stores in low-rent premises situated locally to customers."Morgan Stanley, for one, said it was unclear on the rationale and worried about the many execution risks involved," noted Fashion Reporter Marc Bain. &nbsp;Despite the critics, Syngal remained quietly confident that the strategy, combined with an apparel range that included kids' clothing, would get "moms to come in and shop repeatedly as their kids grow. Those moms can also shop for themselves and everyone else in their families while they're there." &nbsp;Perhaps Syngal's confidence also stemmed from understanding the strategy of being more inclusive and accessible aligned with the group’s core mission, i.e. democratizing fashion, which had laid the foundation for the era of growth.<h3>Old Navy CEO's OKR - In Summary</h3>Evergreen annual objective: Let the customer guide the growth strategy. &nbsp;Key ResultsIn order to grow revenue, we will &nbsp;Key Result 1: grow e-commerce sales from x to y &nbsp;Key Result 2: increase sales of plus-size clothing from x to y &nbsp;Key Result 3: go to where the customers are by opening x new stores in local areas. &nbsp;Key Result 4: boost LCV (lifetime customer value) by increasing family buyer visits to at least x times a month<h3>But did it work?</h3>History records that Syngal led Old Navy from $7B to $8B in just three years. She expanded Old Navy’s North American presence to more than 1,200 stores in the US, Canada, and Mexico, and scaled its e-commerce site to the #4 largest apparel site in the U.S. &nbsp;Ultimately, Syngal's efforts helped the group become the second-largest apparel retailer in the U.S. &nbsp;The final vindication of Syngal's unorthodox strategy came on March 23, 2020, when the parent company board promoted her to the position of CEO of Gap Inc. &nbsp;&nbsp;<h2>CEO OKR Example 3: Inspired by former Starbucks CEO Howard Schultz</h2>&nbsp;<figure class="image"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1633007492/Starbucks_CEO_Howard_Schultz_2bbc50113d.jpg"></figure><h3>Starbucks CEO's Vision</h3>The <a href="https://www.starbucks.com/" target="_blank" rel="noopener noreferrer">Starbucks</a> mission is to "inspire and nurture the human spirit, one person, one cup, one neighborhood at a time." &nbsp;CEO Howard Schultz's vision for bringing about the Starbucks mission was to build store experiences that were capable of more than just creating value. Schultz wanted to create store experiences that were capable of "enhancing the lives of many people who perhaps would not have anywhere to go if Starbucks did not exist." Schultz completed his vision by committing Starbucks to local community services projects wherever the stores were based. &nbsp;By the time Schultz stepped down from the CEO position in 2000, the mission had helped make Starbucks a global powerhouse with over 28,000 stores in 77 countries. But eight years later, after thirty-seven years of continuous growth, Starbucks' share price had declined by fifty percent. &nbsp;<h3>Starbuck CEO's Turnaround Plan</h3>For Schultz, the company's problems ran deeper than a competitive landscape and weak economy. "We were measuring and rewarding the wrong things," he said. Schultz added, "one of them was transaction speed. We're not in the transaction speed business. We're in the business of enhancing people's day,"Schultz was also troubled by how "our growth and our relationship with our stock price in Wall Street had somehow become integrated into the core purpose of the company." &nbsp;In 2009, the Starbucks board returned Schultz to the position of CEO and assigned him the goal of restoring Starbucks' fortunes. Since Schultz believed the decline stemmed from the organization losing sight of its mission, his first-year Objective was to realign the whole organization with the core mission. &nbsp;With this in mind, the first Key Result Schultz wanted to achieve was developing "a transformation agenda" for restoring mission alignment that was so simple and clear that everyone in the organization could understand it. &nbsp;The second Key Result for Schultz was getting the whole organization on board with the transformation agenda. &nbsp;<h3>Starbuck CEO's OKR</h3>Schultz's 12-month Objective: Get back to the core mission — enhancing people's day &nbsp;Key Result 1: Conduct a grassroots retraining for the whole organization &nbsp;Key Result 2: Improve reported customer experience in stores from x to y &nbsp;Key Result 3: Grow public share price by x% &nbsp;<h3>The outcome</h3>Schultz was so uncompromising about achieving KR1, his entire transformational agenda "fit into one page."He also made sure the language was so clear that everyone could understand their role in the plan regardless of whether they were "a twenty-hour a week part-time Barista or a president of a division."Schultz was equally uncompromising about achieving his second Key Result. In fact, Schultz was so uncompromising that he provoked controversy and headlines. Even Schultz admitted that his approach had fellow executives wanting to "hang me from the roof."What did Schultz do to invite such a reaction? He shut down every Starbucks in North America to retrain over one-hundred thousand staff. &nbsp;<h3>But did it work?</h3>The three years following Schultz's return, the Starbucks share price climbed from $7/share in October 2009 to $36/share in March 2011. History (and data) suggests Schultz was correct in claiming the real problem was that the organization had forgotten "Starbucks has never been in the coffee business serving people. Starbucks is in the people business serving coffee."Schultz's laser focus on the Objective of realigning the organization with its core mission was precisely the double shot of espresso the company needed. &nbsp;&nbsp;

In search of an OKR example for a CEO? Here are three examples of OKRs for the CEO inspired by three inspiring CEOs.  

thumbnail_3 CEO OKR Examples.jpg

3 CEO OKR Examples.jpg

3 OKR Examples for the CEO inspired by 3 inspiring CEOs

How you respond to the current unforeseen situation is critical to your business survival and successful transition to the new normal. Rapid and cataclysmic change is inevitable and it’s up to you how you’ll capitalize on it. Having a good game plan in place is a great start. In this webinar, Tonje Elisabeth will walk you through the four phases of unprecedented change and how to tackle each of them.<h3>In the webinar, you’ll learn:</h3><ul><li>How the four phases of unprecedented change impact you and your business.</li><li>What to focus on in the four phases of rapid and cataclysmic change.</li><li>How to develop a roadmap for your new normal.</li></ul>

thumbnail_event_divbkrts5orwdwuhapby.jpg

event_divbkrts5orwdwuhapby.jpg

How you respond to the current unforeseen situation is critical to your business survival and successful transition to the new normal.

Unprecedented change demands an unprecedented response

large_UltimateCoverRotated@2x.png

medium_UltimateCoverRotated@2x.png

small_UltimateCoverRotated@2x.png

thumbnail_UltimateCoverRotated@2x.png

the-ultimate-okrs-playbook.png

thumbnail_playbook.png

playbook.png

Everything we've learned from successful OKR implementations at dozens of companies, distilled into a single Playbook. 

small_UltimateCover.png

thumbnail_UltimateCover.png

UltimateCover.png

The Ultimate OKRs Playbook

thumbnail_1604949467590.jpeg

maya-townsend.jpeg

On aligning networks and strategy to drive change

New & Trending

A mission-focused whitepaper from a Product team leader to Product team leaders.

thumbnail_whitepaper_cover.png

whitepaper_cover.png

Create More Effective Product Teams with OKRs

Are you ready to bring your mission to life?

Use case

The future of work is hybrid

Use case

Winning the hypergrowth race

Use case

Maximizing Enterprise Portfolio Management

Use case

Bridging the Strategy Execution gap

Why OKRs and Gtmhub?

Trusted by over 1,000 organizations and more than 500,000 users in 75 countries

Successful OKR implementations start with the right support

Find the right partner

Quick start your OKR journey

Are you ready to bring your mission to life?

Use case

The future of work is hybrid

Use case

Winning the hypergrowth race

Use case

Maximizing Enterprise Portfolio Management

Use case

Bridging the Strategy Execution gap

Why OKRs and Gtmhub?

Trusted by over 1,000 organizations and more than 500,000 users in 75 countries

Successful OKR implementations start with the right support

Find the right partner

Quick start your OKR journey

New & Trending

The Ultimate OKRs Playbook

Create More Effective Product Teams with OKRs

Sharing is caring (and conquering) – Introducing new shared OKRs functionality

3 OKR Examples for the CEO inspired by 3 inspiring CEOs

Unprecedented change demands an unprecedented response

Dreams with deadlines:

On aligning networks and strategy to drive change

Are you ready to bring your mission to life?