MindMap Gallery OKR plan
OKR, Objectives and Key Results, is a set of management tools and methods for clarifying and tracking goals and their completion. O refers to the goal, which is the standard that business activities are expected to achieve. KR refers to key results, which are key output results achieved through practical activities.
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This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
OKR plan
1. significance
1.1. Follow the management concepts of planning (design), execution, and results
1.2. Combining project management methods to achieve the company's business goals
1.3. Improve focus on company strategy execution
1.4. Develop employee awareness of goals and key results
1.5. Strengthen communication across departments and levels
2. About OKR
2.1. OKR is the basic framework of the goal system and a management tool and method for tracking goals and completion status.
2.2. O refers to the goal, which is the standard that business activities are expected to achieve.
2.3. KR refers to key results, which are key output results achieved through practical activities.
3. The role of promoting OKR
3.1. The company's strategic goals are decomposed from top to bottom and the action plan is implemented from bottom to top.
3.2. Objectives and key results have definite standards, are clearly identified and measured
3.3. The action plan must conform to the characteristics of project management and must clearly define the start time and deadline.
3.4. Communicate goals and actions consistently to obtain consistent commitment from employees
3.5. Meet the requirements of the PDCA cycle to achieve goals and action direction corrections or adjustments
4. Set goalsKey Poit
4.1. Set the priority level of goals, and use key resources to achieve high-priority goals first.
4.2. Full communication at all levels, everyone understands the relationship between long-term and short-term goals, overall and local goals
4.3. Decompose according to goals, develop plans that comply with SMART principles and meet the characteristics of project management
4.4. Spend time on important things, 20% of important things produce 80% of key results
4.5. Persistence in hard work, correct efforts produce correct results, and don’t give up easily
5. Responsibilities
5.1. Human Resources Department
5.1.1. Develop OKR execution plan
5.1.2. Create relevant templates
5.1.3. Implementation plan launch and release
5.1.4. Q&A and supervision on the implementation process
5.2. Teams from various departments
5.2.1. Learn more about OKRs
5.2.2. Develop and execute department-level OKRs
5.2.3. Supervise employees to formulate and implement personal OKRs
5.3. team member
5.3.1. Execute OKR action plan
5.3.2. Regularly review and continuously improve
6. Review corporate culture
6.1. mission
6.1.1. XXX
long-term goals
6.2. Vision
6.2.1. Become XXX
medium and long term goals
6.3. core value
6.3.1. Integrity
6.3.2. improve
6.4. effect
6.4.1. Mission, vision and goals have something in common in the OKR model
6.4.2. Long-term OKR and overall OKR are related to mission and vision
6.4.3. Mission and vision are the right direction, OKR is a clear milestone
Reflect inspiration, not reflected in the plan
7. Set OKRs appropriately
7.1. Challenging goals can stimulate the team's fighting spirit, and clear key results are not empty talk.
7.2. Control the difficulty of the goal and promote the designated team to achieve the goal within the set time
8. OKR underlying logic
8.1. Goals are from top to bottom, and plans are linked from bottom to top.
8.1.1. Company OKRs
8.1.2. Department OKRs
8.1.3. Personal OKR
8.2. The value of OKR is reflected in communication and collaboration
8.2.1. Determine what's important
8.2.2. The extent to which the goal is achieved
8.2.3. what is the right thing to do
8.3. Personal OKR reflects personal improvement and how it supports company goals
8.4. Personal OKR gives work a sense of direction, promotes the company, and facilitates management.
9. rhythmic arousal measures
9.1. Goals are easily overlooked and forgotten
9.2. Team meeting or email sharing
9.3. Encourage sharing and boost confidence
9.4. Don’t change OKRs midway
9.5. You either succeed or you fail, learn from it and set it up better next time.
9.6. There is no perfect OKR, you should stay focused on a few important things
10. don't worry about failure
10.1. to achieve goals
10.2. Uncover your team’s true capabilities
11. How to set OKRs
11.1. Organizational learning OKR work method
11.2. Participate in formulating the company’s phased OKRs
11.3. All department personnel participate in formulating department OKRs
12. OKR meeting steps
12.1. Employees submit goals
12.2. Management discusses OKRs
12.3. Management introduces company OKRs
12.4. Confirm department OKRs
12.5. top-down association
12.6. Personal OKR optional
12.7. plenary meeting
13. How to implement OKR
13.1. Four Points Guided Execution (Up the Wall)
13.1.1. The first house marks OKRs
13.1.2. The second house marks the weekly plan
13.1.3. The third house marks the status of the company or department
13.1.4. The 4th house marks monthly plans
13.2. Fixed weekly inventory meeting
13.3. Review/self-reflection/summary meeting
14. OKR functional management
14.1. PDCA cycle management
14.2. Team service and collaboration
14.3. Schedule work arrangement
14.4. Supervisor task management
14.5. Work log and review
14.5.1. work summary
14.5.2. Keep up to date
15. appendix
15.1. Company OKR table
15.2. Department OKR table
15.3. Employee OKR table