OKRs and Strategic Alignment (OKR)

You will learn what we mean by OKR, how it has evolved over time from the MBO model, the issues it addresses within organizations, and the real benefits of its implementation. You will understand each part of the system, from new terms to the logic of how each part of this system is connected. You will easily understand how OKRs and KPIs complement and enhance each other. Finally, we will understand the conversational cycle of the model and the new order to create a bridge between strategy and execution.

We will explain the difference in form and substance of objectives within the OKR framework, and we will start to build the first step of the bridge between strategy and execution with this artifact. Next, we will fully explore a key part of the OKR model: the Key Results. You will see the difference from traditional data forms used for decision-making, and you will be able to write results that measure the impact of user behaviors. Finally, to move to action, we will explore the dimension of initiatives, and the subtle features that will make your expression truly impactful on the KRs.

e will discuss how strategy is managed in traditional organizations, and the shift proposed by OKR. You will be able to lead and challenge the status quo with a practice that fits the era of distributed knowledge and intelligence, and maximizes delivery through an 'emergent and collaborative strategy'.

We will share the clever aspects of OKRs for aligning teams. We will challenge traditional, matrix, and startup structures with a conversational model that allows for aligning efforts towards what's truly important, beyond formal and hierarchical structures. We will discuss real cases about network hierarchies and the results obtained. We will practice on the management cycle and the 3 milestones manifested by 4 key events to carry forward a responsive organization.

Having understood the effective use of an OKR model, we will share experiences on how to integrate the model with other existing ones to make change organic within the organization. You will be able to identify which part of your organization applies an OKR model to avoid making OKRs a fashion by prioritizing the tool over the team and lead an effective implementation of the model.

In this module, we will tell you how OKR management challenges traditional performance management models, and how we have addressed such a paradigm shift. We will also go beyond OKRs as the acronym suggests, and link the CFR model (conversations, feedback, and performance) to challenge conversations in traditional organizations.

In this module, you will learn the detailed step-by-step process for implementing the OKR model:

• You will identify the importance of having success agreements related to the model
• You will be aware of how fertile the context is for adopting OKRs
• You will choose the best implementation plan, according to the system conditions
• You will understand key roles for giving vitality to the OKR system
• You will design a work cycle adapted to your context
• You will understand the importance of selecting a management tool, and choose the right time to deploy it
• You will plan a first work cycle