Just tell my subordinates what I want

Measuring work performance with key results

Affiliated Company Vision and Mission

Link goals and actions

Regular inspection results

History of development of management by objectives

Goal is what you want to do

The key result is how to confirm that you have done this

Internet companies

Innovative Enterprise/Startup Company

Mature company transformation

Rapidly expand your business

R & D department

Project team/innovation project

business support department

R & D personnel

creative work

Highly complex knowledge work

Positions requiring close teamwork

Other positions that cannot be measured by KPIs

Plan ≠ reality

Restaurant ≠ Supplier

Company profit and loss & original intention

Target

Strategy

Passion? & enthusiasm?

Team Goals & Core

Clear goals & specificity

Plan adjustment & details implementation

discuss

Cut off irrelevant businesses

choice

OKR not completed

situation

spread negative emotions

Lose a big customer

result-oriented

OKR goals

Existence value

Do things first

OKR not completed

OKR misunderstandings

Correct approach (four-quadrant OKR)

Personnel adjustments

Execute OKRs

How is it implementable?

Are there too many customized OKRs? There are so many that I can’t even name them.

Is there review and timely feedback during the implementation process?

Re-formulate OKR (quadrant chart)

good

bad

Higher challenge

Key results accomplish more

Complete financing

If all things are equally important, it means that all things are equally unimportant.

When you say something you don't want to say anymore, people start to listen.

Human willpower and determination to persevere are nowhere near that strong. Thinking is a question, only doing it will give you the answer.

Not spending time on important things. “Important things are usually not urgent, and urgent things are usually not important.

All happy families are alike, and every unhappy family is unhappy in its own way.

Three principles

Three landings

First clarify the long-term mission of the company

3 principles of goal setting

key results

Reasons why high-quality companies favor OKR

Detailed explanation of the four major characteristics of OKR

How OKR achieves high performance

R&D field

Determine responsibilities

Achievements sharing

communicate

contribute

avoid duplication

organize

personal

The key to OKR is that OKR needs to rise from the cross-department product team level to the company's business level.

1. Pay attention to this week’s tasks

2. Plans for the next four weeks

3. Current status of OKR

4. Status indicators

5. Discussion questions

This method is not complicated, just a bit difficult. Because you have to choose the most important goals and not do everything unrealistically. Your goals must be clear and communicated repeatedly to everyone until everyone is on the same page. You have to put in the time to achieve your goals instead of endlessly hoping for tomorrow. You must have a clear plan to keep you moving forward on your projects, even when you feel tired and frustrated. Be prepared to fail, be prepared to learn from failure, and be prepared to try again. "Desire sets us sail, but only focus, planning and learning can reach the other side of success."

None of us want to fail, but we must afford to lose. The significance of OKR is not to complete the goal, but more importantly, it can tap the true capabilities of the team.

Summary

Discussion & Debate

filter

Measuring goals

Set a challenge

good goal

Significant

Difficulty of implementation

time point

Setting OKR is difficult because the team needs to use this process to review the company and make difficult arguments and choices about the company's strategic direction. Every aspect of the meeting needs to be carefully designed to achieve good results.

The CEO initiates the meeting and all senior managers should participate. Cell phones and computers are prohibited, as this will get everyone in the zone quickly and focused.

A few days before the meeting, all employees should be consulted to think about the goals the company should focus on in the near future. Be sure to give them such a window. Don't procrastinate, as it will never get done.

Discuss - debate - argue - vote sorting - make decisions.

Quantifiable

OKR

everyone

Company OKRs

Department OKRs

Personal OKR

plenary meeting

If the OKR is not completed, dare to admit that the key results have not been achieved, dare to admit that the standard set for the key results is too low, learn from the lesson, and set the OKR well next time. OKR is to continuously discover and challenge the team's potential through practice and summary, rather than treating this process as a report or assessment result. Therefore, assuming that the team really has not completed any of the key results, it is necessary to think about why this is the case and how to improve it. If all goals are accomplished, set more challenging goals. Focus your energy on learning summary, tapping potential and efficient execution, and then celebrate the results every Friday.

MVP->Kanban

Goal->Hypothesis

Preliminary investigation

Tasks & Priorities

Teamwork

Measure goals & summarize learning

Company management

personal growth

project management

1

3 or less

7 or more

10

last week

this week

Short & timely & effective

Too many settings

a week or a month

effective drive

not set

Not tracked

First things first

Specific: specific

Measurable: measurable

Attainable: achievable

Relevant: related

Time: time-limited

Focus on result assessment vs. process tracking

Control management vs self-management

Relatively stable VS dynamic adjustment

Top-down VS top-down combination

Demanding 100% completion vs being tolerant of failure

Directly related to salary VS not directly related to salary

Definition of good O

Criteria for good KR

Yili丨KPI OKR dual regulations

promote communication

Make organizations more agile

Focus on goals and priorities

Transparency promotes cross-team collaboration

Improve employee engagement

Innovative thinking and working methods

mission

0-0.3 points

0.4-0.6 points

0.7-1 points

Yearly/Quarterly/Monthly/Weekly

weekly meeting

Visual management

Pilot team goes first & innovative technology team goes first

HR team support & HRBP in-depth business team coaching

KPI OKR dual track & integration of process management and result management

Onion meeting system & strictly implement weekly/monthly/quarterly meeting system

System OKR function support & independent research and development of customized system

Visual office layout & whiteboard/posters/sticky notes

Learn the essence of OKR

Firm belief in implementation

Lead by example and participate in OKR execution

Select OKR pilot team

Master the OKR operation process

Counseling and coaching staff use

Answer employees’ questions about usage

Cultivate OKR team culture

Establish OKR Promotion Committee

Select business department OKR promotion ambassadors

Do a good job of warm-up before importing

Arrange training, learning and promotion plans

Develop OKR incentive system/iterative performance appraisal system

Promote OKR cultural activities

Design visual management

Learn OKR knowledge and skills

Develop OKR based on personal work

Actively communicate with managers/colleagues

Set long-term career goals

Gradually develop OKR thinking mode

Only goals that inspire people's desire to pursue excellence can be called true goals.

Short-term goals must be clear and specific, with clear execution priorities, so that employees can focus on the most valuable things. (Only 7% of people actually understand goals.)

OKR is to identify the largest possible goal that can be accomplished

Keeping real-time tracking of goals and continuous transparent communication can help the team focus on the goals, make the predicted results more reliable, and everyone can be self-motivated.

It allows team members to find their and the team’s goals and progress toward them in three seconds.

Allow everyone to play freely without stifling innovation