How

How do we see this on our OKR system?

Cascading it to the studios

Healthy OKR system

Is a balance between alignment and autonomy.

A Balance between common purpose and creative latitude.

High-functioning teams thrive on a creative tension between top-down and bottom-up goal setting, a mix of aligned and unaligned OKRs. In times of operational urgency, when simple doing takes precedence, organizations may choose to be more directive. But when the numbers are strong and a company has grown too cautious and buttoned-up, a lighter touch may be just right. When leaders are attuned to the fluctuating needs of both the business and their employees, the mix of top-down and bottom-up goals generally settles at around half-and-half.

Weekly Check-in

It is imperative that the KRs are updated on a weekly basis. This can be done by going to your KR and updating progress

• Update the metric value

• Update the status to show that the KR is in progress or needs attention

• Add details in the comment box

• Add attachments where necessary

Scoring

The simplest, cleanest way to score an objective is by averaging the percentage completion rates of its associated key results. Google uses a scale of 0 to 1.0:

• 0.7 to 1.0 = green. * (We delivered.)

• 0.4 to 0.6 = yellow. (We made progress, but fell short of completion.)

• 0.0 to 0.3 = red. (We failed to make real progress.)

It is important to do a self-assessment on the OKRs that you have set. If you have completed the KRs quickly then it might mean that they were not set aggressive enough. Be truthful and assess yourself truthfully as well

See example here

Reflection

Every OKR cycle must end with a reflection just like the sprint retrospectives.

• Did I accomplish all of my objectives? If so, what contributed to my success?

• If not, what obstacles did I encounter?

• If I were to rewrite a goal achieved in full, what would I change?

• What have I learned that might alter my approach to the next cycle’s OKRs?

OKR wrap-ups are retrospective and forward-looking at the same time. An unfinished objective might be rolled over to the next quarter, with a fresh set of key results—or perhaps its moment has passed, and it is appropriately dropped.