Objectives Objectives: A concise description of the qualitative pursuit that drives organizations to move in the desired direction. It answers "what we want to achieve" should be clear and challenging and motivate team members to work for it. For example, an Internet company's goal could be to "significantly increase user activity during the quarter."

Key Results: It is a quantitative description used to measure the achievement of goals, a specific path and key tool to achieve goals, and the answer is "How do we know whether we have achieved our goals." For example, for the above-mentioned goal of improving user activity, the key results can be set as "the average daily usage time of users increases by 30 minutes during this quarter", "the number of monthly active users increases by 20%", etc.

Goals and Key Results Method: By closely combining goals and key results, we provide organizations and teams with clear directions and measurable indicators to ensure focus and efficient execution of work and promote goal achievement.

Clarify the goal: It must be clear directional and allows team members to clearly understand the direction of their efforts. At the same time, the goals must be challenging and cannot be achieved easily, so as to stimulate the potential of the team. For example, for a startup technology company, the goal is to "become a leader in technological innovation in the industry within one year", which is both clear and challenging enough.

Quantitative Key Results: In order to accurately measure the completion of goals, key results need to be quantified. Quantitative indicators must have measurable, achieveable, relevant and clear time nodes. For example, for the above-mentioned goal of becoming a leader in technological innovation, the key results can be quantified as "successfully applying for more than 5 core technology patents within this year" and "launching at least 2 new products with industry-leading technologies."

Clear direction: The goal should clearly point out the direction of the team's progress to avoid ambiguity or ambiguity. For example, the goal of an educational and training institution is to "help 80% of students improve their math scores by more than 20 points during this semester", and clarifies the specific direction and target groups for students' math score improvement.

Inspiring: Attractive and motivating goals can inspire and motivate team members’ internal motivation and motivation. For example, an environmental protection charity organization aims to "restore the city's rivers to clear in the next three years and provide a more suitable living environment for wild animals." Such goals can evoke a sense of mission and responsibility among team members.

Set time limits: Setting a clear time limit for goals can help enhance the team's sense of urgency and action and avoid procrastination. For example, the goal of a project is to "complete the initial development of the product and conduct internal testing within the next two months". The clear time limit allows the team to reasonably arrange the work progress and complete the tasks on time.

The importance of time nodes: Time period can help team members allocate resources reasonably and advance their work at a predetermined pace, and also facilitate regular evaluation and adjustment of the completion of goals.

Team formation: In order to ensure the effective execution of goals, an independent team with relevant skills and experience is needed. Team members should clarify their respective responsibilities and division of labor and cooperate in collaboration. For example, when developing a new mobile application, a team of professionals including product managers, software engineers, designers, testers, etc. are formed.

Team Collaboration: Team members need to maintain good communication and collaboration to work together to achieve their goals. Through effective teamwork, we can give full play to the advantages of each member, improve work efficiency, and solve various problems encountered during the execution process.

Team discussion: Organize team members to conduct in-depth discussions and fully exchange their respective ideas and insights. The discussion includes the team’s vision, mission, and the opportunities and challenges currently facing, thereby determining “who we are” and “what we are to do.” For example, when discussing the goal, a catering company took into account the growing demand for healthy diets in the market and combined with its own positioning and advantages, it determined the goal to "build it into the most popular healthy catering brand in the local area within half a year."

Focus on important goals: Among the numerous ideas and suggestions, select the most important, challenging and well-directed goals. Avoid too many or too dispersed goals and ensure that the team can focus their energy and resources towards a core goal. For example, when setting goals, an e-commerce company focuses on improving customer satisfaction and regarding them as its core goal, rather than pursuing multiple goals in different directions at the same time.

Custom OKR: Talk with team members to develop key results so that they can accurately measure the extent to which goals are achieved. Key results should be specific, measurable, and closely related to the goals. For example, for the above-mentioned goal of building a healthy catering brand, the key results can be set as "within half a year, the sales of healthy dishes account for more than 50% of the total sales" and "the customer satisfaction score reaches more than 4.8 points (out of 5 points) ”.

Cut off irrelevant matters: During the discussion, we must decisively cut off matters that are not related to key goals to ensure that the team's energy and resources are focused on critical tasks. At the same time, make sure everyone on the team understands the meaning of goals and key results, as well as their roles and responsibilities in achieving those goals.

Results Assessment: After the set time period is over, a comprehensive assessment of the implementation results of the OKR are conducted. By comparing the goals with the key results achieved in actual results, we can judge the completion of the goals. For example, if the goal of a project is to complete the design of a certain product within one month and the key result is to complete each module of the design plan, then it is necessary to check whether each module is completed on time and in quality during evaluation.

Rewards and punishments and improvements: Based on the evaluation results, rewards are given to team members or teams who perform well to motivate them to continue to maintain a good working state. For situations where the goal is not achieved, in-depth analysis should be carried out, the reasons should be found, and improvement measures should be formulated to provide lessons learned for the next OKR implementation.

Target confusion: When multiple targets exist at the same time, if priority is not set, team members may fall into confusion and do not know which target to start with, resulting in resource dispersion, and each target cannot get enough attention and investment. For example, a company conducts multiple business projects at the same time, but does not specify which project is the most important at the moment, and as a result, each project is progressing slowly.

Resource waste: Objectives without priority will lead to unreasonable allocation of resources. Some important goals may not be completed on time due to insufficient resources, while some relatively unimportant goals occupy too much resources.

Information asymmetry: Lack of effective communication among team members may lead to biased understanding of goals. For example, in the process of conveying the goals conveyed by the superiors, due to poor communication, the subordinates may misunderstand the meaning of the goals, resulting in a wrong work direction.

Collaborative difficulties: Inconsistent understanding of goals will affect the collaboration between team members. Everyone may fight on their own and cannot form a joint force to achieve their goals together.

Disorderly action: Without detailed plans, team members will lack clear action steps and timing when implementing goals, resulting in disorderly work and prone to delays and confusion. For example, in a project, the project is likely to fall into chaos without a specific project plan, including tasks, leaders and time nodes at each stage.

Unreasonable resource allocation: A reasonable plan helps to allocate resources reasonably. If there is no plan, resource allocation may be unreasonable, affecting the realization of goals.

Distraction: In daily work, team members may be disturbed by various trivial matters, resulting in insufficient time and energy to devote themselves to important work related to goals. For example, some employees may spend a lot of time processing emails, attending unnecessary meetings, and other matters, while neglecting to advance critical tasks.

Goal deviation: If you cannot focus your time on important things, you may gradually deviate from your goal, resulting in the goal being unable to be completed on time.

Lack of perseverance: In the process of achieving goals, you will inevitably encounter various difficulties and setbacks. If the team members lack perseverance and give up easily, the goal will not be achieved. For example, if you encounter technical difficulties in the product development process, if the R&D team gives up easily, you will not be able to launch new products.

Failure to adjust the strategy in time: Sometimes the goal cannot be achieved may be due to improper strategy, rather than the unreasonable goal itself. If the team does not adjust its strategy in time when encountering difficulties and chooses to give up, it will miss the opportunity to succeed.

Conference initiation and participants: Usually initiated by the CEO and participated by senior management. These personnel have a more comprehensive understanding of the company's overall strategy and business direction and are able to make important decisions in meetings.

Meeting sessions: including discussion, debate, debate, voting sorting, making decisions, etc. During the discussion session, everyone can fully express their opinions and suggestions; the debate and debate sessions help to deeply explore the problems and analyze the advantages and disadvantages of various solutions; voting order can help determine the priority of the goals; finally make a decision and clarify the company quarterly OKR.

Goal consistency: The OKR of the department should be consistent with the company's overall goals so as to ensure that the work of each department is moving towards the company's strategic direction. For example, a company's goal is to increase market share, then the OKR of the sales department can be to increase the number of new customers and the OKR of the marketing department can be to increase brand awareness.

Collaborative cooperation: Promote collaborative cooperation among departments through the relationship between department OKR and company goals. In order to achieve common corporate goals, different departments need to cooperate with each other, share resources, and solve problems together.

Employee Submission Objectives: Employees submit their own goal suggestions based on the company's strategic direction and their own job responsibilities, providing a basis for subsequent discussions and decisions.

Management Discussion: Management discusses the goals submitted by employees, comprehensively considering the company's resources, market environment and other factors, and conducts preliminary screening and adjustments to the goals.

Management introduces the department: Management introduces the preliminarily determined goals to each department, so that department members can understand the overall goals and direction of the company.

CEO confirms: The CEO finalizes the goal to ensure that the goal is in line with the company's strategic planning and development needs.

Top-down correlation: break down the company's goals from top to bottom into various departments and positions to ensure that the work of each department and employee is closely related to the company's goals.

Personal OKR: Employees formulate personal OKRs based on the department’s OKRs and their job responsibilities, and clarify their work goals and tasks.

Plenary meeting: Convene a plenary meeting to announce the OKRs of the company, department and individuals to all employees, so that everyone can clearly understand their work goals and promote collaboration and communication between the team.

Develop a good MVP: Minimized executable product (MVP) refers to a product that has the most core functions that can meet the basic needs of users. When formulating an MVP, it is necessary to clarify the core functions and target users of the product to ensure that the product can be quickly launched to the market and obtain user feedback.

Set work priorities: Set work priorities around the development and promotion of MVP. Priority is given to completing tasks that have an important impact on the core functions of the product to ensure that the product can be launched on time.

Measuring goals and summarizing learning: Measure the development and promotion effect of MVP by setting OKRs, such as indicators such as user acquisition, user activity, etc. Based on the measurement results, summarize the experience and lessons learned to provide reference for the optimization and iteration of subsequent products.

Work objective presentation: In the weekly report, use OKR to list work objectives and clarify the work priorities and expected results of this week. For example, the goal this week is to complete a market survey for a project, and the key results can be to collect 100 valid questionnaires, analyze the main market demand and competitive trends, etc.

Task list sorting: List specific tasks to achieve goals and arrange them in priority and chronological order, so that you and your superiors can understand the progress of the work and the next plan.

Unreasonable goal setting: Avoid goals being too vague or too easy to achieve, and ensure that goals are challenging and measurable. At the same time, goals should be interconnected to form an organic whole.

Key results are unmeasurable: Key results must be quantifiable, otherwise the completion of the goal will not be accurately evaluated. Avoid using vague, unquantifiable descriptions as key results.

Lack of regular evaluation and adjustment: OKRs need to be regularly evaluated and adjusted, and targets and key results are adjusted in a timely manner according to changes in actual conditions. If the regular assessment is lacking, it may cause the goal to be disconnected from the actual situation.

Over-focus on short-term goals: When implementing OKR, we must take into account both short-term goals and long-term goals, and avoid over-focusing on short-term goals and ignoring the long-term development of the company.

Training and communication: Through organizational training, internal communication and other means, team members can deeply understand the concepts, principles and implementation methods of OKR. For example, invite OKR experts to conduct training lectures to share success stories and practical experiences to help team members better master OKR.

Q&A and communication: During the training process, a Q&A session is set up to encourage team members to raise their own questions and confusions, and conduct sufficient communication and discussion. At the same time, establish internal communication channels to facilitate members to exchange OKR implementation experience and problems in daily work.

Communication channels: Establish a variety of communication channels, such as regular team meetings, instant messaging tools, project management platforms, etc., to ensure that team members can communicate information in a timely manner. For example, hold a brief standing meeting every day to let team members report on work progress and problems encountered.

Problem resolution and adjustment: For problems that arise during the implementation of OKR, we must discuss and resolve them in a timely manner. Adjust OKR in a timely manner according to changes in actual conditions to ensure that it is always in line with the company's strategic direction and business needs.

Separation of assessment and incentives: The focus of OKR is to clarify goals and promote work progress, while performance appraisal is to evaluate employees' work results. Directly linking the two may cause employees to pay too much attention to the completion of indicators and ignore the achievement of goals and the quality of work. Therefore, it is necessary to moderately separate OKR from performance appraisal and use other incentive methods to encourage employees to actively participate in the implementation of OKR.

Diversified incentive methods: Intangible incentives, such as commendation, promotion opportunities, training opportunities, etc., can be used to motivate employees to work hard to achieve OKR. At the same time, some reward mechanisms related to OKR can be combined, such as setting a target achievement award, but it is necessary to ensure that the focus of the reward is to recognize the goal achievement, not just the completion of indicators.

Review mechanism: Establish a regular review mechanism, such as reviewing the implementation of OKRs weekly, monthly or quarterly. During the review, review the completion of the goals, analyze the achievement of key results, and summarize the experience and lessons learned.

Optimization and improvement: Based on the review results, optimize and improve the goals, key results, and methods and strategies of OKRs during implementation. At the same time, share the reviewed experience and lessons with team members to promote the overall growth and progress of the team.