Introduction to OKRs

Chapter 5. Getting Started with OKRs

Just like new technologies, methodologies can suffer from the hype cycle. OKRs are no exception; I’ve met a number of people deeply disillusioned with OKRs and unwilling to give them a second chance. But just like Lean or Agile, simply because a given company implements the approach badly does not mean the approach has no value.

When a company first hears about the Objective and Key Result approach, they are excited.

“Now I know what the secret of success is!” and they rush to implement it across the entire company. Often a manager thinks this is the silver bullet she’s been seeking. This feeling is well documented by Gartner—it’s called a Hype Curve (see Figure 5-1).

But the first time you try OKRs, you are likely to fail. Although OKRs are not complicated, they are difficult work and often require cultural change. Failure can be a dangerous situation, as your team can become disillusioned with the approach and be unwilling to try them again. You don’t want to lose a powerful tool just because it takes a little time to master.

Figure 5-1. Gartner’s Hype Curve

There are three approaches you can use to reduce this risk:

Start with only one OKR for the company

By setting a simple goal for the company, your team sees the executive team holding itself to a high standard. It won’t be surprising when next quarter it is asked to the do the same. ...