OKRs kind of stink. Really.
Sure. Intel used them. Google uses them. So...
...what's wrong with OKRs?
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→ THEY'RE NOT REAL
You can crush your OKRs and still
entirely miss your revenue & profitability goals.
Measurement of them is often arbitrary.
→ THEY'RE CONFUSING
"Is that an Objective? Sounds like a Key Result?"
"Wait, should they be achievable? No, stretch. Right?!"
"Tie them to compensation, right? No? Why not?"
→ CASCADING COMPLEXITY
OKR 'experts' agree, everyone has to be onboard:
the whole org, everyone's OKRs cascading, all lined up.
Otherwise, well...it doesn't really work. Rrrright.
→ QUARTERLY CHUNKS
You (re)set them every quarter?
Business moves too fast for 4 at-bats per year.
Neither immediate enough, NOR a strategic long-view.
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THERE'S A BETTER WAY.
You can have...
→ A 3-YEAR 'exit strategy,' aligned to...
→ Aggressive-yet-fair ANNUAL objectives, aligned to...
→ A CRITICAL FEW improvement priorities, aligned to...
→ Specific Leading Indicator Metrics, aligned to...
→ Individual Executive Ownership of each...
→ Mapped to a singular dashboard (not a stale PPT)...
→ With wins/misses made CRYSTAL CLEAR...
→ Combined with a MONTHLY Executional Scorecard...
→ A MONTHLY Accountability Framework, and...
→ And a WEEKLY Executional Excellence framework.
Sounds more useful than OKRs, right?
I didn't invent it.
Some amazing folks far smarter,
who have put them to work for far longer
designed and refined the approach.
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Interested in learning more?
▶️ REACH OUT ◀️
And we can have an exploratory chat
about tools and processes I use
as an independent Operating Partner
to help accelerate $10's Million in Value Creation.
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