A clearly defined OKR process with regular events to plan, align, update, reflect and adjust is the heart of a successful agile goal and performance management system. Workpath’s standard cycle is designed for organizations to start implementing Objectives and Key Results (OKRs). From there, every company needs to develop and refine the process to their needs and requirements in order to optimize adoption, engagement and effectiveness. Timing, agenda, and frequency of retrospectives or Check-ins can vary and be adjusted.
If you want to know more about the OKR framework, take a look at our article "Objectives and Key Results (OKR) - A Definition"
Until three weeks before a new cycle starts, the executive team works on a guiding set of top company priorities for the next quarter. Depending on the situation, these priorities can either be just giving rough directions or come as a set of more detailed OKR drafts already. They are then publicly shared within the organization.
After announcing the organizational priorities, the departments and teams discuss their own priorities and how they can contribute to the overall organizational goals. Accordingly, they design their OKRs and assign responsible owners. Owners are the people who are in charge of putting the OKRs constantly on the agenda but are not responsible for doing all the work behind them.
Writing OKRs is one of the most relevant steps in the OKR cycle. Well-written OKRs are a success factor for the overall process. Writing good OKRs takes time and is a journey of incremental improvements. But what are good OKRs and what requirements should you place?
You can find everything you need to know about drafting OKRs in our Workpath Magazine.
Get advice and inspiration from experts: