Page 77 - Ideal Roadside Guide to Managment

22 THE POWER WORKBOOK FOR SETTING EMPLOYEE GOALS AND OKRs
Andy Grove, former CEO of Intel, introduced the term OKRs (Objectives and Key Results) in his book High Output Management. Building on Peter Drucker’s management by objectives (MBO), Grove asserted key results should be appended to objectives as chronological milestones, objectives should be set from the bottom up, and OKRs should be difficult to achieve.
In 1999, John Doerr, who worked at Intel under Gove’s leadership, introduced OKRs to Google, where the OKR cycle was shortened into a quarterly process.
“Having goals improves performance. Spending hours cascading goals up and down the organization, however, does not. It takes way too much time, and it’s too hard to make sure all the goals line up. We have a market-based approach, where over time our goals converge, because the top OKRs are known and everyone else’s OKRs are visible. Teams that are grossly out of alignment stand out, and the few major initiatives that touch everyone are easy enough to manage directly.”
Laszlo Bock, SVP of People Operations Google
A few of the core aspects of a S.M.A.R.T. goal still play a role in setting OKRs. However, the major difference in philosophy is setting aspirational goals with OKRs versus setting attainable goals with the S.M.A.R.T. philosophy. Keep reading for more details on the OKR framework.
Make work awesome.
quantumworkplace.com | hello@quantumworkplace.com | 1.888.415.8302
ORIGIN STORY