The new timeline view for an objective is one of the new features of Gtmhub. Timeline now tracks all the changes that happened to an OKR since it was created, giving everyone an easy glimpse at how the objective evolved over the time.
With the latest release of Gtmhub, we now support tags for Objectives. While, alignment remains the main way to organize and make sense of OKRs within an organization, we have found that often secondary taxonomy is needed. Our clients have identified two main use cases for tags: initiatives and areas.
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.
One of the key ideas of OKRs is communication around progress. So far, Gtmhub has been automatically calculating progress and juxtaposing it with the time passed in order to determine how well an objective is progressing. Many times, however, there are circumstances that are beyond this simple approach. For example, if your objective is related
Today we have released an improvement for Gtmhub statistics view which now let’s your drill down in various areas of your OKRs process. You can now easily see the list of: Objectives that have been attained Key results that are in danger Key results that are going well Key results that have been attained As
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
Bottom Line One of the hardest things when you’re getting started with Objectives and Key Results (OKRs) is to set good OKRs. We’re all used to caring a lot about our financial health metrics, revenue, profits, shareholder value. But these metrics, while crucial to getting a sense of the health and trajectory of the business,
One thing we notice with a lot of organizations that just start out with OKRs is that many people just enter their everyday work as Objectives. For example, a digital marketer may state an objective “Release January Newsletter“, a software developer may put “Fix bugs” or HR manager may state “Hire a sales director“. While
Approximately once per week someone asks us how do OKRs fit with agile product teams and do they even fit at all. There is a great article written by Felipe Castro that explores this particular problem and I cannot recommend it enough. Whereas Felipe looks at the matter in a holistic way, in this post I am going
A customer recently told us following case: “My objectives are all product related and timing is everything. For this quarter I need to improve the user engagement and to do that I need to release 3 features, but it won’t matter a thing if I don’t hit my deadlines – and those are all before
Bottom Line Setting OKRs for marketing is made harder by the multitude or absence of meaningful metrics or KPIs. Marketers should set objectives informed by higher level company goals, and by focusing of the underlying performance drivers for marketing, instead of the metrics which are just indicators of performance.
First in our series of blog posts dealing with common pitfalls of implementing OKRs in an organization is the one of setting too many objectives. It is advised that no person or team has more than 3 objectives per OKR period (usually quarter). In practice, however – when just starting out – people tend to write
Sometimes just setting a goal and metrics, an objective and key results it’s not enough. Sometimes timing matters – especially if your OKRs implementation is flavored with a pinch of project management. So, here come the “Time framed KRs”.
One of the first questions you may face when you decide to implement OKRs in your organization is who exactly should own OKRs: employee, team (under team, we also understand divisions and departments), or some mix of both. In practice, companies do all three. In this post we are going to explore how to approach this
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