In this system there can be up to five objectives, each OKR set with up to five key results

[mstakh.i.mom.i]

OKRs are defined for the entire company, broken down into teams and, if necessary, applied to each employee. Each OKR set has its own level, and these build on each other.



The objectives are ambitious goals, the implementation of which is only partially precisely defined. All of these measurable key experiences include key results, which must be clearly quantifiable and measurable. For example, in the form of percentages from 0 to 100 percent target achievement at the end of a quarter. The goal is usually to achieve 70-90 percent of the target. If the teams regularly achieve 100 percent of their goals, they may not have set themselves ambitious enough goals.

There are usually short meetings for a check every 1-2 weeks. At these check engineering email list meetings, all participants of an OKR set sit together to give their current assessment (confidence level) of how likely it is that their key results will be achieved at the end of a quarter (3 months). The OKRs will fail without this important factor.

Reading tip: OKR advantages

The most important thing is, as with other methods:
It requires absolute discipline and a commitment to this process from everyone involved in the company. From interns to the CEO, all employees must adhere to the rules of the OKR method on a daily basis. The introduction of OKRs is almost a sanctuary and gives employees a mandatory reason to say "no" because their superior suddenly wants something from them that is not directly aligned with the OKR goals of the team member.