Nested and fast-paced
OKRs understand that strategy and tactics have different natural rhythms, as the latter tend to change faster. To address this, OKRs adopt different rhythms:
➔ A strategic cadence usually annual with company-wide high-level, long-term OKRs.
➔ Tactical cadence of short-term OKRs for the team usually quarterly.
➔ Track results and planned operational cadence usually ivory coast mobile database weekly.
Instead of using the traditional top-down cascading model, which takes too much time and doesn’t add value, OKRs use a market-based approach that is both bottom-up and top-down at the same time.
From the company’s strategic OKRs, teams can understand how they contribute to the overall strategy. In this process, about 60% of tactical OKRs are set by teams based on company goals.
This model creates engagement and better understanding of strategy while making processes simpler and faster. Every employee knows what to do and finds ways to achieve the goals. You can define goals based on employees, teams, and departments. And the progress of each team or department is easy to track, which helps you identify the bottlenecks in the company and where to focus.
Ambitious goals
The idea behind OKR is that it would be too easy if the company always hit 100% of its goals. Instead, OKR aims at bold, ambitious goals. In addition to ambitious goals, OKR believes in enabling teams to set challenging goals. Goals that make teams rethink the way they work to achieve peak performance.