1. For example, if you operate an online game, the key result is 25,000 downloads a day or a revenue of 10,000 US dollars a day.

1. OKR can be set by year or quarter. It must be linked to the company's vision and mission so that the mission keeps you in the right direction. Key results use quantified goals to focus teams and individuals on a challenging goal.

2. If you are passionate about doing things as soon as you get up, it means you have set a good goal. If you are a little worried when you see the key results, it means that the key results are set appropriately (you must have goals with both passion and worry) - enough goal to gain

3. A good OKR goal must be measurable, challenging enough to not make people despair, and about 50% confident in completing it.

1. Before setting OKR, clarify your or the company's mission. It is as guiding as a program and will remind you not to waste time on useless things.

2. OKR setting is top-down. Company-level OKRs are set first, then departments and individuals.

3. The goal must be challenging so that everyone will go all out. Hiding strength is not the purpose of implementing OKR.

4. If you are not a company with multiple product lines, it is best not to have more than one goal, and do one thing well at a time.

5. When setting goals, you can collect the opinions and ideas of the entire hospital from the bottom up to see what goals employees think the company should focus on most at the moment, and then add their goals to senior executives during meetings. During the meeting, we went through it collectively, eliminated duplicates, integrated similar ones, and finally reduced the goals to three through voting.

6. After setting a goal, set 3-4 key results for the goal that can measure whether the goal is achieved.

7. After setting the key results, set an initial confidence index for each key result (estimate the probability of completing this key result, the general recommendation is 50%)

1. Goals should be clear and inspiring

2. Goals should have a time limit, and having a definite deadline is more conducive to goal achievement.

3. Each task must have an independent team to achieve the goal, and the execution subject must be clear (the small team is responsible for it)

The product performance of Fan Deng Book Club can meet the standards of well-known companies

1 99.8% product normal operation rate, BUG less than 0.2%

2. The response time for opening the APP is less than 1 second.

From the user's perspective, all product loading is completed instantly (determined by survey, 90% of customers said it is intensive)

The difference between KPIs and OKRs is the difference between survival of the fittest.

OKR means everyone is fighting together

Goals are things to focus on each week

1. When the OKR is established, make sure it has a very clear goal

2. After you have OKR, you need to communicate it to everyone repeatedly until everyone is aligned and focused on the goal.

3. With OKR, you must devote time to achieve your goals instead of endlessly hoping for tomorrow.

4. Be prepared to fail, be prepared to learn from your failures, and try again.

5. Don’t change OKRs midway. An OKR that has been set will either succeed or fail. If it fails, the West will do better next time with experience. There is no team that can set OKRs perfectly the first time.

6. OKE is not to determine the final goal that the company can achieve, but to identify the largest goal that can be achieved. Therefore, when formulating key results, do not use this as a KPI standard, which will make people formulate hidden strengths. If the key results are not achieved or all the key results are achieved but have no impact on the growth of the company, it is a failure.

1. Every Monday, the team meets to take stock of OKRs and clarify the specific tasks you are responsible for completing this week. Refer to the four-quadrant OKR display format:

2. Tasks to focus on this week: List 3-4 most important things. Only if these things are completed this week can the team goal move forward and clarify the priorities of these things (P means PLAN, P1 has a higher priority than P2 , no P3 or less important things)

3. Plan for the next four weeks: anything that requires preparation or support from other team members is listed in this item

4. OKR current status: Discuss your confidence index every week. Is it high or low? What happened to cause this?

5. Other status indicators: Pick out two other factors that affect the achievement of the goal, and briefly record their changes with colors to pay attention to them (green is good, yellow is alert, and red is bad). When something unexpected happens to these factors, discuss and find out immediately. Countermeasures to ensure OKRs are not affected.

1. Setting multiple goals without prioritizing them

2. Lack of adequate communication, resulting in other team members not accurately understanding the goals

3. There is no specific plan to implement the goals, just empty talk about the goals

4. Instead of spending time on important things, you do a lot of things that deviate from your goals.

5. give up easily.

No priority is set for goals

Lack of adequate communication: No one speaks during the meeting, and participation is lacking.

Failure to understand the goal:

Failure to plan well (P1/P2)

The manager is not focused on the important things.