A distracted or misaligned team is not a productive or effective team. Alignment is a no-brainer in theory. But the difference between theory and practice is greater in practice than in theory. In practice, achieving effective alignment is hard.
How OKRs enable organizations to go from a compliant workforce to a committed workforce.
In times past, I spent many an hour worrying about goal setting and OKRs in particular. For me, concerns usually fell into one of 5 big buckets: Defining inspirational OKRs . . . Not sure about you, but I find that creating inspiration is hard work! Stretch goals. . . Can’t I just focus on
The key question is not whether to use OKRs or KPIs. Rather the opportunity is to use both OKRs and KPIs to drive positive change, while managing the business as usual in the best way possible.
Royal Bank of Scotland (RBS) is one the worlds largest banks. It is also one of the worlds most troubled banks, with several long lasting hangovers still inflicting pain years after the party ended (Financial Crisis, PPI, etc). The RBS Digital Dashboard In its most recent update to the market, reporting its Q1, 2019 results,
The worlds largest banks are playing catch up. After retreating to lick their wounds after the near death experience of the Great Financial Crisis ten year ago, banks are back, fighting to demonstrate that innovation is not just a game for trendy startups. Mention the phrase “Core Banking Systems” you may either draw a blank
Don’t treat Execution like the Ugly Duckling. It’s really a beautiful swan that can save both your Purpose and Strategy from languishing in misunderstood and much ignored irrelevance.
There is a lot of talk about the value (or not) of stretch goals. Practiced and preached for decades, stretch goals are not new. However, in our experience, we see an emerging misunderstanding of what stretching means, and how to achieve stretch performance.
What is relevance? Yuval Noah Harari’s latest book, 21 lessons for the 21st Century is a great quick read. Describing how new technologies are impacting labour markets, Harari identifies a new threat to workers everywhere: irrelevance. Whereas workers in the 20th century were at risk of exploitation, in the future, billions of workers will face the prospect
Gtmhub helps companies align teams around what matters most. Most often, our customers use Objective and Key Results (OKRs) to define what needs to be achieved, and how to measure progress. But OKRs are means to an end.
In this blog series, we will be looking at the potential return on investment from implementing Objectives and Key Results (OKRs). Across 5 articles we will look a how the different characteristics of OKRs drive return on investment (ROI). In this second article, we will review how measurement drives performance.
One of the reasons I am so grateful to work at Gtmhub is that we get to work with some of the best organisations, doing amazing things, performing at the highest level. However, even the best organisations struggle. In a recent engagement with a large, publicly traded company, we identified the following key challenges: Prioritisation. When
In this blog series, we will be looking at the potential return on investment from implementing Objectives and Key Results (OKRs). Across 5 articles we will look a how the different characteristics of OKRs drive return on investment (ROI). In this first article, we will review how stretch goals drive performance.
The world welcomed more Unicorns recently. A Unicorn is a privately owned company with a valuation in excess of $1B. Most of them have one thing in common. A not so secret ingredient.
For the past 3 years, we have been building Gtmhub, helping organisations large and small to align around inspiring objectives, take massive action and deliver measurable results. During this time, “large and small” has meant “mostly small”. But slowly and surely, things have changed. We ran some numbers on the past 30 days of inbound
Are you paying attention to your fail factors? There has been a lot of attention on the idea of North Star metrics, measuring what matters, and other ways of tracking and driving performance improvements across all areas and all levels of the organization. The corollary of identifying such performance metrics, or success criteria, is that
Every organisation we work with strives to perform better every day. They are on missions to change the world for the better, in their own unique ways. The people who work there are smart, and resourceful. But the world does not serve up any free meals. Read on to find out what makes a winning organisation.
Gtmhub helps companies grow faster and deliver an awesome employee experience. To learn what other companies are doing to grow and build a world class culture, I attended Saastr Europa in Paris on June 15, 2018. Summary Is it worth attending Saastr? If you’re a pre/seed/A-round company, then most definitely attend, one way or another.
Investors love scalable businesses. Matt Clifford calls founders going through the company builder Entrepreneur First ‘scale seekers’. Philosopher and mathematician Nassim Taleb introduced me to the concept of ‘convexity’. The best investments leverages limited downside (lose your investment) with a disproportionately large upside (capture a global market), and economies of scale.
Did you ever wonder how Google (aka Alphabet, but I’ll use Google throughout) became one of the most successful companies in the world? As a user of Google (probably) and perhaps as an investor (hopefully), or maybe just as a fascinated bystander, you recognise Google as a great product. Something that works so intuitively that
Why engage Gtmhub? From my 1st day at Gtmhub, my personal objective has been to prove that it is possible to combine professional performance with personal happiness. For a long time, employees everywhere have sacrificed personal health, and happiness in favour of professional performance. This is no longer a requirement. Competitiveness, growth and long term
The OKR methodology is as perfectly suited to develop a successful outcome in sport as it is in setting and attaining seemingly out of reach business goals. by Mark Richard of Auxin Services, a provider of services to help companies drive performance, including support to set and manage OKRs.
According the WHO, obesity has tripled since 1975. 39% of people aged 18 or over are overweight or obese. These are global numbers; in the US, UK, China, and other places, the numbers are much higher. On the other hand, it is well known that weight loss and improved fitness are attainable by eating better,
Why adopting OKRs enables remote working without disconnecting team members from your mission and goals.
Bottom Line Organizations will achieve the greatest overall performance boost by taking a holistic approach to Insights, Goals, and Effort. Insights keep you on top of what matters Goals define direction and alignment Priority Tasks link Goals to Effort to increase the likelihood of success Insight without appropriate action is a wasted opportunity. Gtmhub is
Bottom Line: To be successful with OKRs, ask three questions: What do we want to achieve? How are we going to measure success? What are we going to do to make progress?
Cause and effect is a well-established principle, even if we sometimes confuse causation and correlation (see divorce / margarine correlation). For most companies, the main measures of performance are the usual suspects, revenue, profitability, and cash. We see this reflected in our clients, where the most common top level OKR is to ‘Increase Revenue’.
Getting OKRs right is difficult. Although simple in construct, OKRs require commitment, discipline and have wide ranging and transformative ramifications at every level of the organization. Below are some of the many ways OKRs can go wrong.
Bottom Line: Start planning your Q2 OKRs well ahead of the end of Q1 in order to ensure that you’re in a good place to kick off Q2. Communicate Communicate Communicate – then negotiate Don’t forget to celebrate your successes, failures, and lessons learnt from Q1
Bottom Line: If you’re working with OKRs, you may find it useful to think about the Balanced Scorecard perspectives when setting OKRs. Which Balanced Scorecard perspectives, or categories are you supporting with your current OKRs? Do you need to rebalance your efforts? Who and which departments are supporting each Balanced Scorecard perspective, i.e. Financial, Customer, Internal Business
