OKRs are getting more popular by the day. We can see this both in the number of companies that contact us to help them adopt OKRs, as well as in the exploding number of tools that help companies drive performance through OKRs.
We often hear people suggesting companies to start “simple” with post-it notes or spreadsheets. We [obviously] think that’s a horrible advice – most of OKR tools don’t just help you manage OKRs, but also guide you to success. If you want to start driving, get in a car; sitting in a chair saying “vrooom” won’t help.
The other day I came across this post on Spotify’s HR blog: Why individual OKRs don’t work for us. It’s an interesting read, especially when it comes from a company as successful as Spotify.
It’s a short read and I highly recommend that you read it, but here are some of the parts I found particularly interesting (emphasis mine).
OKRs are about the how. Our focus is on the why.
We are in hyper growth and our business moves at breakneck speed… … So we focus on setting priorities, making sure that everyone understands where we are going and why. Based on that, our teams and individuals handle the how themselves.
When a team or company adopts OKRs, establishing a role of OKR champion is one of the most important things that needs to happen. In short, the role of this person is to make sure that team is successful with OKRs.
Not every team that decides to implement OKRs will succeed in doing so.
We, at Gtmhub – just as other vendors – will give advice and point out solutions, but the fact is that OKRs are not a right fit for every team. In this post we will share what we’ve learned over the years working with different businesses – as well as what we’ve learned from our own experience. We’ll focus on the reasons why teams failed and/or abandoned OKRs.
OKRs (Objectives and Key Results) is a methodology used by fast growing companies to drive performance across the organization. By setting clear objectives and measurable key results, organizations that employ OKRs typically execute better than their peers (read how Sears created an experiment, where a group that used OKRs increased their sales by 8.5%).
OKRs are generic enough that they are used across the organization – engineering, sales, marketing, customer success and even finance teams use OKRs.
In this post, we are going to show how Gtmhub integrates with Salesforce to enable sales organizations to adopt OKRs.
“Let’s do it!” – probably the most dangerous sentence one can hear in a startup.
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.
- 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