Better to start with a few OKR sets

[mstakh.i.mom.i]

Anything that is not related to the OKR goals is prohibited
If something like this happens in a company, it usually leads to a breakdown of the OKR system throughout the company. In this case, from that moment on, employees no longer take the OKR method seriously.

Reading tip: Formulating OKR

Introduce the OKR method quickly and easily
Here are best practices and learnings for quickly introducing OKR, as well as a very simple implementation to get started:


To introduce it, start with just one OKR set. The first run within three months engineering email list is based on the OKR goals of the entire company, which is enough! It is then the job of the manager and his team to translate the company OKR into targeted tasks for each individual so that they can implement them in their own way. In the second run, an OKR set is added for each department. For example, there is one for sales, one for finance and one for product. Done! Only then are further sets added for each team and, a long time later, for each individual employee.

Make the current status visible to everyone
Every company member should always have access to the OKR sets of employees and teams. The current level of trust should also be visible to everyone. This creates transparency, which promotes coordination and team communication. For example, posters with the word OKR can be hung up in the company for three months so that they are visible to everyone. Another option is a shared Google spreadsheet program in which all team OKR sets can be responsibly viewed and each team enters its results there once a week.