No one is responsible for the final result, everyone is only responsible for their own process

Human subjective initiative is suppressed

Results are highly dependent on machine and manager instructions

OKR is separated from performance appraisal and is not directly related to salary and promotion. It emphasizes the quantification of KR (key results) rather than the quantification of O (objectives), and KR (key results) must obey O (objectives). KR (key results) can be ) is viewed as a series of means to achieve O (goal)

Employees, teams, and companies can change KR (key results) during the execution process, and even encourage such thinking to ensure that KR (key results) always serve O (goal). This effectively avoids the deviation between the execution process and the target vision, and also solves the problem that KPI targets cannot be formulated and measured.

OKR focuses on how to complete an ambitious project more efficiently and is "monitoring what I want to do." KPI, on the other hand, emphasizes how to complete the predetermined goals with quality and quantity, which is "what you want me to do."

OKR mainly emphasizes the advancement of the project, while KPI mainly emphasizes the efficient organization of personnel. The former requires how to complete an ambitious project more efficiently, while the latter emphasizes how to complete it with quality and quantity. predetermined target

Neither OKR nor KPI can truly replace the other, so it doesn’t matter who replaces whom, what’s important is finding a suitable performance evaluation method.

Goals should be clear and inspiring

Goals should have a time limit

Have independent teams execute on goals

Must be able to directly achieve the goal

Must be enterprising and innovative, and may not be conventional

It must be based on output or results, measurable, and set scoring standards.

Not too many. Generally, each target has no more than 4 KRs.

Must be related to time