Although the setting of KPI is clear, concrete and measurable. One-year KPI is often inappropriate in the middle of the year in the face of fierce changes in the market. It is correct and executable at first, but then it becomes divorced from reality, and the final KPI assessment is easy to become subjective.
The reason is that once KPI is set, it cannot be changed.
OKR is measured by cycle, which can be changed according to the actual situation in different cycles.
If it is a one-year OKR setting, it will be divided into quarterly goals and weekly goals, which can be 2 weeks or 3 weeks, depending on the specific company environment.
At any time in the OKR cycle, you can modify or even completely abandon the previous settings.
Sometimes, the "right" key results will appear within weeks or months after you start working.
Sometimes, the right key results will be shown in weeks or months.
In essence, OKR is a work in progress, and it is not static.
In the process of delivering OKR, it is not only a structured goal setting, but also for employees to implement it through orders. On the contrary, setting an example is a good way to practice influence.
Less is more, and manpower and energy are limited at any time. Only by focusing on the key results can we win the opportunity.
Making OKR is not a perfect wish list or team task list.
They are a series of carefully planned goals that deserve special attention and will push people to work hard here and now. These key objectives are related to the key results of the company.
Shaking your head and saying "no" is as important as saying "yes" with a smile. Can realize that paying attention to everything is the same as not paying attention to one thing, and can practice this principle.
Paying attention to key results means knowing what to do and refusing to do, and being able to identify one or two key issues that affect the overall results.
Collaboration is to link one's work with team goals in daily work and cooperate with others or other teams to achieve goals.
Efficient collaboration comes from focused and transparent OKR. OKR links everyone's work with teamwork, departmental projects and the overall organizational mission. Everyone is eager to establish contact with each other.
In the actual implementation process, the dependence that hinders task execution often comes from horizontal and cross-functional connections. For example, products depend on engineers, and the market depends on salespeople.
Realizing horizontal, cross-functional, point-to-point and team-to-team connections usually has efficient and remarkable effects on innovative and relatively complex problems.
Perfect and smooth contact can often make enterprises react faster. In order to gain competitive advantage, leaders and employees need to connect horizontally and break down barriers.