In OKR, one size does not fit all
OKR (Objectives and Key Results), the Silicon Valley goal setting framework used by Google, Twitter and LinkedIn, is quietly taking over the corporate world. Several global enterprises have implemented or are experimenting with OKR, including Walmart, Schneider Electric, Target, The Guardian, Dun and Bradstreet and ING Bank.
Many non-Silicon Valley companies struggle with OKR because they try to copy Google blindly. They say “If it worked for Google, it will work for us” or “Let’s follow what the methodology says.” By “methodology” they mean what they learned from an online video.
“Google is not a conventional company. We do not intend to become one” — Google’s IPO letter
Google is unique, and some of its cultural traits are very hard to emulate. As stated in the IPO prospectus in 2004, they never planned to be a conventional company.
So what is the alternative?
We propose that OKR should not be seen as a one-size fits all approach, but as a set of customizable building blocks that can be leveraged by non-Silicon Valley companies to transform how they set and manage goals, even without adopting the whole OKR model.
Understanding the building blocks is critical to help you leverage the underlying principles that make OKR work. Without this understanding, companies are setting themselves up for failure.
Download our Whitepaper to learn how you can leverage OKR in a non-Silicon Valley company.
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