OKR Working Method —— Notes on Qiongyao Chaos University Course

? As an Internet practitioner, OKR has contacted and used the Internet to varying degrees in his work in recent years. From the initial contact, to participation, to the recent implementation in the new team, we have different degrees of learning and understanding of OKR at different stages. Because of the need of work, I need to input some knowledge, skills and cases of OKR in the near future, so I have studied and thought about books, videos and articles related to OKR to varying degrees. At present, I am in the stage of trying to think while inputting knowledge. For "OKR Work Method-Qiongyao Chaos University Course", this time it is only output as course notes, and the application of the results in the project trial is more verification and thinking.

Definition:

OKR work method: use OKR model to manage work objectives and performance.

OKR: Objectives & Major Achievements, Objectives and Major Achievements

O= Goal: What do you want?

KR= Key Result: How do you plan?

Concrete (real, not abstract)

Measurable (energy or refining)

Achievable (jumping and feeling)

Related (related to the company's strategic objectives and job responsibilities)

Time limit has a time limit (it is required to be completed within a certain time limit)

KPI: 90% customer satisfaction (results and evaluation tools) (process and tracking work style)

OKR (Process and Tracking Working Mode)

O: Improving customer satisfaction to 95% this quarter (challenge)

KR 1: the time to solve customer problems was shortened to 2 days.

KR2: The feedback time of customer questions was shortened to 4 hours.

KR3: Five new customers were recruited this quarter.

KR4: Training customer service staff in service skills 1 time.

OKR and KPI do not conflict, but can be integrated: for example, the process is managed by OKR and assessed by KPI at the end of the year; Use group KPI to grade, and use OKR to supplement and proofread.

Case: KPI+OKR fusion mode

The characteristics of OKR Prize: attaching importance to spirit over material.

Individual Excellence Award, OKR Ambassador Award, OKR Excellent Team Award, OKR Award-winning Project Award, Team Collaboration Award, OKR Innovation Award.

O

1, an inspiring goal

2, achievable goals (50% sure)

3. Executable targets for this quarter

4. The team can control the goal of the result.

5. Goals that are valuable to the business (usually 3-4)

South Korea (Korea)

1, quantization (the important thing is said three times: quantization, quantization, quantization)

2, challenging and inspiring (50% sure you can let go)

3. Special

4. There are processes and process management.

5. Alignment (horizontal and vertical)

6. Promote correct behavior

The four characteristics of OKR are focus, transparency, cooperation and challenge.

Quantity suggestion: O2-5 (3 is the most suitable) and KR2-4 (3 is the most suitable).

1, information flow; 2. Trust and trust; 3. Positive pressure; 4. Cross-team collaboration

1, look at our own team and cross-team OKR, know yourself and know yourself.

2. Inform each other of the cooperation needs through consensus meeting/email/system/daily communication meeting and ask for assistance.

3. Cross-departmental OKR has established "point-to-point" feedback.

4. Actively cooperate with departments to "sell" their OKR.

5. The request for cooperation was made at the resumed session. Thank you for your cooperation.

6. Design a common OKR or project OKR.

7. Set up teamwork awards for teams and individuals.

1 can be measured by information index (0- 10), and the confidence index is good at 5, 6 and 7 (5 can be put in it).

? 2. For a certain item, if the employee index is 5 and the leader is 8, then you have to communicate.

1, based on mission and role, is not directly related to short-term strategy.

2. 100% may not be completed.

3. The input of resources is relatively limited.

This is of great significance to the future of the organization.

Supplement:

1, personal ability improvement

2. Support the long-term goals of the company/department.

3. Personal innovative ideas

1, from the perspective of organizational strategy/objectives and superior OKR.

2. The target must reach 100%.

3. Priority must be given to resources.

4. It is of great significance to the organization at present.

Supplement: daily key work, claiming KR from leadership.

1, confidence index: 1- 10, representing different confidence values.

2. Suggestion: Specify KR with confidence index above 5 to increase the probability of success; KR with confidence index less than 5 will not be released, and the failure probability is high.

1, promoting communication

2. Make the organization more agile.

3. Focus on objectives and key points

4. Transparency promotes cross-team cooperation.

5. Improve employee engagement.

6. Innovative thinking and working methods

Company's vision and mission > company strategy > OKR > person of the year; OKR Quarterly & gt Weekly Tasks/Plans (To-Do)

Three steps:

1, what did you do yesterday;

2. What to do today;

3. What help/difficulty do you need?

Visual management: whiteboard

Three steps:

1. What important work did you do last week to facilitate the completion of KR?

2. What important tasks need to be completed this week (KR related);

3. What help/difficulty do you need?

On the basis of completing OKR, the superior communicates and counsels employees, and counsels employees to promote or affirm employees (to make employees feel a sense of accomplishment).

Resume the meeting, and complete the self-assessment and personal debriefing of OKR target table, superior opinions and communication/consultation.

Experience for reference:

1. Pilot team first: innovative technology team first.

2. HR team support: HRBP goes deep into the business team to provide guidance.

3.KPI+OKR dual track: the integration of process management and result management.

4. Onion meeting system: strictly implement the weekly/monthly/quarterly meeting system.

5. System OKR function support: independently develop customized system.

6. Visual layout office: whiteboard/poster/post-it.

1. Clarify the reasons for implementing OKR.

2. Learn about OKR through internal/external learning.

3. Find supporters, especially executives.

4, select/determine the scope of implementation of the pilot.

5. Determine the OKR promoter.

6. Define OKR rules and regulations

7, learning/writing OKR target method

8. Organize the first OKR consensus meeting.

9, OKR continuous tracking/feedback

10, organize the first OKR resumption meeting.

1 1, review, system method design

12, the deployment is deepened to all staff.

The employees reached an OKR consensus one by one.

1.OKR responsible person's statement: o, the significance and value of KR statement and cooperation requirements.

2. Cooperate with colleagues to speak

3. Direct superior opinion

4. summary of coach 4.OKR's opinions and suggestions

Process management (see P4 for details)

Employees introduce their OKR completion one by one.

1, KR self-evaluation score/success or failure summary

2. Colleagues' opinions/suggestions on the work results

3. Opinions of horizontal departments

4. Peer and superior leaders' suggestions

5. Summary of coach 5.OKR's opinions and suggestions

Three principles: overall planning, distributed implementation and full participation.

Three steps: OKR empowerment implementation, OKR management system construction and OKR culture landing.

Problem 1: system tools are missing;

Action Plan: Establish an effective online management platform for OKR (small teams can use Excel forms to go online).

Problem 2: lack of incentive system;

Action plan: design the operating rules of OKR management (communication mechanism, reward mechanism-light material, heavy encouragement).

Question 3: Management awareness is not in place.

Action plan: Strengthen training and learn OKR target segmentation method.

There are three O's, and each O has three KR's, of which two O's are business, and 1 O is team cohesion and promotion.

1, Q: What is the biggest problem in the process of helping enterprises to land in OKR?

A: One of them.

Changes in thoughts, ways of thinking and values;

OKR: result-oriented becomes process-oriented; From control to authorization, employee-driven/self-management.

2. Q: Q: What are the main reasons for the failure of OKR implementation?

A: 1, OKR as an assessment tool, employees become conservative and challenging; 2. You can't hold on. You can use survey tools to conduct employee survey.

3. Q: How to measure the successful implementation of OKR? Do you have any data?

A: Visible: the change of employees' enthusiasm and working ideas, and the improvement of team efficiency; Data: performance improvement

4. Q: What preparations do enterprises need to make to implement Q: OKR?

A: OKR implements the first six steps of landing 12.

1, Q: There is a lot of collaboration between departments because of the overlapping business. How to distinguish the responsibilities and work of relevant departments and avoid the problem of wrangling?

A: You are responsible for your OKR, and you are responsible for the grading. If there is cooperation, we should play our role.

2. Q: If the company is divided into functional teams and project management teams, is OKR led by functional teams? Do individuals need to set up another OKR separately in the project? Is it necessary to hold two resumed meetings?

A: Everyone only uses one form, which can be distinguished at O ..

3. Q: There are many temporary emergencies that have affected the implementation of OKR. What should I do?

A: The importance-urgency four-quadrant method is used to judge the priority. If the priority is high and affects OKR, the KR and iterative OKR tables need to be modified and synchronized; If the priority is high but it does not affect OKR, you can only work overtime; If you can't judge the priorities, talk to the leader.

1, Q: What should I do if OKR can't contact me? Will the manager be responsible for me?

Answer: 1, personal answer, score, and find out the reason and action plan; 2. Leaders should not criticize, but should guide and authorize.

2. Q: OKR is not linked to employees' income, so how to motivate employees to work hard and achieve O in OKR?

A:

1, OKR does not directly communicate salary and performance, but it can be linked to KPI. In the process of completing OKR, KPI is realized.

2. As the dimension of process performance, OKR is used as the proofreading and supplement of KPI in promotion and year-end coefficient.

3. Q: What should I do if my KR failure affects me?

A: The cooperation between the two sides has not been successful. Let's make a plan for the next round.

Learn the essence of OKR

The belief of firm implementation

Lead by example and participate in the implementation of OKR.

Select the OKR pilot team

Master OKR operation process

Used by coaches, coaches and employees

Answer employees' questions in use.

Cultivate OKR team culture

Establish OKR promotion Committee

Select OKR promotion ambassadors for business units.

Do a good job of starting and preheating before introduction.

Arrange training, study and promotion plans.

Formulate OKR incentive system/iterative performance appraisal system

Promote OKR cultural activities

Visual management of design

Learn OKR knowledge and skills

Make OKR according to my work.

Actively communicate with managers/colleagues.

Set long-term career goals

Gradually cultivate the thinking mode of OKR

This is OKR: Douban 7.5

OKR User Manual: Douban 6.7

Everyone's OKR: douban 5.2

1, personal benefits of the course

1) The course is clear and concise, explaining OKR systematically, and combining with cases and implementation suggestions, which is easy to understand and implement.

2) We have done a lot of systematic arrangement and promotion for the investment of other paths in the early stage.

3) Have new ideas and ideas on the pilot projects, existing problems and subsequent implementation at this stage.

2. Problems left over from the course

1) Does the promised OKR not need to conform to the OKR formulation rules (challenge)?

2)KPI+OKR dual-track system: how to implement and apply KPI in this process, and how to balance the two?

3) Department Head: Apart from implementing/guiding subordinate OKR, does the individual implement personal OKR or departmental OKR?

3. Self-suggestion

1)OKR is dynamic, adjustable and iterative.

2)OKR is a working method, thinking mode and team culture, not an assessment tool.