Strategy Execution is an Alignment, Accountability and Execution problem. And execution is most of the time a definition problem too. If the company is unable to defining WHAT and HOW of WHAT; how you can expect the execution will happen.
Once CEO and board has decided on the next projects and strategic initiatives to be executed, defining exactly WHAT needs to be done and how it can be done properly and the metrics that will help us measure progress isn’t an easy task. There are many goal-setting/policy deployment frameworks, but Objective & Key Results (OKR) is one of those frameworks which is simple and easy to implement.
OKR(Objective and Key Results) is a management tool that helps you to translate Strategy Into Goals and Metrics. Andy Grove @ Intel first made the twist to MBO methodology and created the OKR framework when Intel was trying to capture the market. In a way, it is a bit less formal than the balanced scorecard and Hoshin Kanri approach, but it is successfully employed at many companies. Google uses it for example.
There are two components to an OKR, an Objective that specifies what needs to be achieved in the medium or longer term, and Key Results: these are specific shorter term actions that we need to take to fulfill that objective. Key results should be measurable. Since they are used to track progress, they should also be time bound.
Let’s look at an example: Suppose we were managers of a retail chain. Our objective is to open five new retail branches in South East Asia by November. To achieve that objective we’ll need to achieve the following key results.
1) Identify the locations for our new retail outlets. This should be completed by August 1st.
2) After we know in which buildings we’d like to open their new retail outlets, we need to draft leasing agreements, and that should be done by September 1st. We want all our retail outlets to have a similar look, so we’ll need to renovate the buildings a little. For example, painting interior, put the company logo on the entrance, and this needs to be completed by October 15th.
3) We’ll also need to hire new people to work in the new retail outlet. Hiring should be done by October 1st, because we’ll also need to give the new staff some training and so on. This should be completed by October 25th.
4) And finally, we’ll need equipment, computers, POS(point-of-sale) machines. This should be purchased and installed also by October 25th. At any point in time, we’re able to tell how we’re moving towards achieving our objective of opening the five retail stores by November. If it’s October 1st and we still don’t have the locations for the new retail outlet, much fewer lease agreements, we’re in trouble.
By contrast, let’s say it’s October 15th and the managers from our Retail company headquarters are calling to check in about progress.
We’ll tell them that the staff has been hired and trained, and the equipment installed. So we’re done, and actually, we’re ahead of schedule.
This way everyone can see how their efforts fit within what the organization as a whole is doing. OKR framework is a simple, yet powerful framework to align and define what and how of execution.
Watch this video by John Doerr, who introduced Objective and Key Results to Google when they were 40 member team.