OKRs, From Mission to Metrics

Preface

1Introduction

1. What are OKRs?
2. Why use OKRs in managing your company?
3. Why are OKRs different?
4. The Qulture.Rocks approach to OKRs

2A brief history of OKRs

1. Mace and goal setting
2. Peter Drucker, George Odiorne and MBO
3. Hoshin Kanri, or Policy Deployment, in Japan
4. Andy Grove and Intel: iMBOs
5. John Doerr, Google, and OKRs

3A bit of goal-setting science

1. Goal-setting theory, or GST
2. Getting goals right

4The current state of goal management

5What’s different in OKRs

1. Compensation
2. Short cycles and nested cadences
3. Transparency
4. Bottom-up and top-down
5. Moonshots

6Where do OKRs come from?

1. The starting point: your mission
2. The next step: strategy
3. The final component: visions or milestones
4. A case study: Amazon in 1995

7The OKR short cycle

1. Nested cadences, or cycles
2. The short cycle

8Planning

1. To cascade or not to cascade? That is the question
2. Ignore “Google”
3. What happens after OKRs are set?
4. Unfolding and aligning OKRs

9Monitoring

1. Results meetings

10Debriefing

1. Grading OKRs
2. Running the debriefing

11Most common mistakes

Bibliography

Acknowledgements

Final note

Appendix I: Using OKRs in software product teams

Appendix II: The Tensions of Getting OKRs Right

1. Tension 1: Stretch x commit
2. Tension 2: Accountability x learning
3. Tension 3: Rigor x flexibility
4. Tension 4: Input metrics x output metrics