Top Highlights

• Generally, the higher up the person is in the organizational chart, the bigger the chance she’ll have individual OKRs. As we get farther down the chart, chances are that lower-level employees will be more accountable for executing Projects, which are efforts and must not be confused with OKRs, which are results.
• Since OKRs belong to cycles, if they don’t have an explicit end date, you must automatically assume that they must be completed before the end of the cycle. Cycles of OKRs generally last 3 months, a period within which the OKRs are established, monitored, and evaluated, and from which a new cycle begins, ad eternum.
• OKRs are a management tool that brings many great benefits to any company that uses them the right way. Let’s see what some of these benefits are: Focus and prioritization OKRs force organizations (and teams and individuals) to prioritize the most important business results in a given period (for example, next quarter), and ripple that focus and pr...
• Because OKRs are less directly linked to employee compensation (i.e., they’re a management tool rather than a compensation management tool, which we’ll talk more about this later), supporting aggressive goals is encouraged. These goals are called roof-shots, or even moonshots, depending on how bold they are. Vicente Falconi, a Brazilian management ...
• An OKRs should track results relative to the person or team that owns them. So, if a product team works exclusively with the shopping cart feature, its Objective will be something like “improve shopping cart conversion rates,” and the Key Result will be “improve the conversion rate between adding items to the shopping cart and making a purchase fro...