The Executioner’s Tale Inspired by Christina Wodtke’s talk at Interaction ‘14 Presented by Suff at Interaction ‘14 Redux - London

Senior Experience Designer, SapientNitro

@suffiyanz

Cofounder of Twitter

“It’s really complex to make something simple.”

Jack Dorsey

Is it new/inspiring? Is it engaging? What’s in it for me?

What I’m looking for…

New Engaging Take-Away

The Executioner’s Tale

https://vimeo.com/86392023

OKRs (Objectives & Key Results)

Management by Objectives

KPIs OKRs

A process of defining objectives within an organization so that management and employees agree to the

objectives and understand what they need to do in the organization in order to achieve them.

KPIs

You define aspirations and monitor progress

KPIs help monitor something that needs to be consistently productive

Emphasis is on measurement rather than aspiration

OKRs

Objectives state what change the organization wants to see in a KPI over a specific period in time.

KRs state how you will measure the incremental

movement toward to objective.

OKRs

Objective is the Dream

KRs are the Success Criteria

OKRs

Google in 1999 – Year 1

“Google did more than adopt it,” says Doerr. “They embraced it.”

OKRs became an essential component of Google culture. Every employee had to set, and then get approval for, quarterly OKRs and annual OKRs.”

OKRs

Objectives are Qualitative

KRs are Quantitative

Elements of an OKR Objectives – ambitious & a tad bit uncomfortable

KRs – achievable, quantifiable, objective grading

OKRs

Time Bound

Cascading

Hard (but not impossible)

OKRs

Cadence

Commitment Mondays are for Promises

& Fridays are for Winners

The OKR Process

Overall Company Objectives

Division Objectives

Group Objectives

Individual Objectives

Best Practice Max 5 – Objectives + Max 4 Key Results

60% Objectives are Bottom Up

Mutual Agreement

Performance Evaluation of Individuals

60%-70% : Good

Continue incomplete Key Results in the next 1/4

End Product

One Goal – Focuses Effort & Fosters Coordination

Linked Objectives & Key Results support Company

Fun!

Keys to do good OKRs Set quarterly & annually

Measureable

Personal, Team, Company

Publicly Available

Graded Each Quarter

Grading your Objectives 0.6 – 0.7 should be the Target

Scores matter less than process

Company wide scoring reinforces commitment

Use low grades to reassess priorities

OKR Quarters Company wide quarterly meet

Important to list the company wide OKR result

Important to explain the result

Set OKRs for next quarter

Benefits

Disciplines Thinking (major goals will surface)

Communicates Accurately

(lets everyone know what is important)

Establishes Indicators for Measuring Progress

(shows how far ahead we are)

Focuses Effort (keeps efforts in line with each other)

Let’s pretend! I turned to Gordon and said, “If we got kicked out and the board brought in a new CEO, what do you think he would

do?” Gordon answered without hesitation, “He

would get us out of memories.” I stared at him

numb, then said, “Why shouldn’t we walk out of the

door, come back, and do it ourselves.”

- Andy Grove

We live in great times

“Shoot for the stars and you’ll at least make it to the moon”

“Let’s not forget… we are still pioneers”

Thank You,