OKRs
Author
Published
Hoboken, New Jersey : John Wiley & Sons, Inc., [2023].
Status
Available Online
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Format
Edition
[First edition].
Language
English
ISBN
9781394183494, 1394183496
Notes
General Note
Includes index.
Description
Your one-stop guide to implement Objectives and Key Results (OKRs) effectively In business, OKRs--that's short for Objectives and Key Results--are the gold standard for communicating and delivering on what you want to accomplish and how you'll get there. OKRs For Dummies provides you with step-by-step guidance for following in the footsteps of some of the world's leading organizations. Drive focus on what matters most, align and engage teams, and generally maximize the benefits OKRs have to offer, thanks to this easy-to-use guide. You'll learn how to roll out an OKR system that closes the gap between strategy and execution, and helps people at every level organize their daily decisions around shared and important goals. It's time to get strategic with OKRs. Understand the OKR methodology and determine the benefits for your organization Learn how to craft sound OKRs for every level and department of your business Discover best practices and common pitfalls to ensure success when applying OKRs Focus on the three aspects of the OKRs process: Adoption, Engagement, and Alignment Business owners, team leaders, C-suite executives, and coaches will love this friendly how-to manual for joining the OKR movement.
Local note
O'Reilly,O'Reilly Online Learning: Academic/Public Library Edition
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Citations
APA Citation, 7th Edition (style guide)
Niven, P. R. (2023). OKRs ([First edition].). John Wiley & Sons, Inc..
Chicago / Turabian - Author Date Citation, 17th Edition (style guide)Niven, Paul R.. 2023. OKRs. Hoboken, New Jersey: John Wiley & Sons, Inc.
Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)Niven, Paul R.. OKRs Hoboken, New Jersey: John Wiley & Sons, Inc, 2023.
Harvard Citation (style guide)Niven, P. R. (2023). Okrs. [First edn]. Hoboken, New Jersey: John Wiley & Sons, Inc.
MLA Citation, 9th Edition (style guide)Niven, Paul R.. OKRs [First edition]., John Wiley & Sons, Inc., 2023.
Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.
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Grouped Work ID
f0b32835-44e1-e5d9-a37f-165ccab2668c-eng
Grouping Information
| Grouped Work ID | f0b32835-44e1-e5d9-a37f-165ccab2668c-eng |
|---|---|
| Full title | okrs |
| Author | niven paul r |
| Grouping Category | book |
| Last Update | 2024-12-17 08:40:50AM |
| Last Indexed | 2024-12-17 08:45:43AM |
Book Cover Information
| Image Source | contentCafe |
|---|---|
| First Loaded | Oct 24, 2023 |
| Last Used | Jan 3, 2025 |
Marc Record
| First Detected | Dec 16, 2024 11:26:59 PM |
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| Last File Modification Time | Dec 17, 2024 08:26:25 AM |
| Suppressed | Record had no items |
MARC Record
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| 246 | 3 | |a OKRs for dummies | |
| 250 | |a [First edition]. | ||
| 264 | 1 | |a Hoboken, New Jersey :|b John Wiley & Sons, Inc.,|c [2023] | |
| 300 | |a 1 online resource (336 pages) | ||
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| 500 | |a Includes index. | ||
| 505 | 0 | |a Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Introducing OKRs -- Chapter 1 Achieving Goals with OKRs -- OKRs Are a Goal-Setting System -- Seeing the Value in Goal Setting -- Examining the Components of OKRs -- Defining an "objective" -- Writing a basic objective -- Defining a key result -- Writing key results -- Comparing OKRs to Other Goal-Setting Systems -- OKRs versus SMART goals -- OKRs versus KPIs -- OKRs versus 4DX -- OKRs versus BSC -- Chapter 2 The Benefits of OKRs -- Overcoming Common Organizational Challenges with OKRs -- Acknowledging the difficulty of executing strategy -- The two main causes of execution failure -- Measurement is crucial -- Recognizing the challenge of sustaining growth -- The slow drip of internal issues -- Opportunities! So many opportunities! -- Working with the threat of disruption -- Understanding How Your People Will Benefit from OKRs -- Focusing on what matters most -- Aligning from top to bottom and beyond -- Thinking vertically -- The silo scourge -- Rooting out dependencies -- Increasing engagement -- Driving accountability with strategic knowledge -- Rising to the next level through visionary thinking -- Working within a system that is easy to understand and use -- Part 2 Preparing to Create OKRs -- Chapter 3 First Things First: Identify Why You Are Creating OKRs -- Knowing How Not to Kick Off Your OKRs Journey -- Avoid having your administrative assistant call consultants -- What to do instead -- Don't embark on a change effort lightly -- What to do instead -- Getting to Your "Why" for Creating OKRs -- Determining your unique reason for implementing OKRs -- The need for awareness and execution of strategy -- A way to manage fast growth. | |
| 505 | 8 | |a The need to correct misalignment -- A method for keeping the right focus -- Knowing your why is crucial -- Chapter 4 Filling Vital OKRs Roles within the Organization -- Securing an Executive Sponsor: A Critical Component -- Understanding Executive Sponsorship and Why It's Important -- Possessing knowledge of OKRs -- Defining success and why you believe in OKRs -- Championing the use of OKRs at the senior leadership level -- Approving funding for the initiative -- Determining your OKRs "playbook" with the champion and executive team -- Serving as a final point of escalation on OKRs issues -- Seeing sponsorship in action -- Gaining executive sponsorship -- Choosing Your OKRs Champion: A Vital Role for OKRs success -- Understanding the role of an OKRs champion -- Picking the perfect OKRs champion -- Grasping why the champion is critical to OKRs success -- Bringing OKRs Ambassadors On Board -- Understanding the Role of an OKRs Ambassador -- Serving as internal OKR expert and evangelist of the system -- Coaching teams on creating and reviewing OKRs -- Helping teams distinguish between business-as-usual work and OKRs -- Acting as a point of contact for all things OKR-related for their area -- Serving as liaison with other ambassadors and the champion -- Outlining the Profile of an OKRs Ambassador -- Maximizing OKRs Success with Ambassadors -- Chapter 5 Determining Where and When to Create OKRs -- Determining When to Use OKRs -- Creating OKRs at the Company Level Only -- Some benefits to starting at the top level -- More benefits of starting at the top -- Now for the disadvantages of top-level OKRs -- Prerequisites for company-level OKRs -- Creating OKRs at Both the Company-and Team Levels -- Deciding which teams and units to include -- Deciding between following the org chart or linking dependent teams -- Creating customer-based OKRs. | |
| 505 | 8 | |a Creating Individual OKRs for the Entire Organization -- Yes, Google does it, but you may not want to -- More issues with individual OKRs -- Considering Other Options for Where to Create OKRs -- Piloting at a business unit or team -- Advantages of a pilot program -- Disadvantages of a pilot program -- Using OKRs for projects -- Using OKRs for support groups -- The "yes" part of OKRs with support groups -- The "but" part of using OKRs with support groups -- Setting the Right Cadence for OKRs -- Timing company-level OKRs (Hint: Annual works best) -- Sizing up why annual OKRs work best for the top level -- Allotting sufficient time for major shifts -- Setting the cadence for key results -- Determining whether quarters or trimesters are right for you -- The quarterly cadence isn't set in stone -- The trimester as an alternative -- Setting the OKRs timeline -- Chapter 6 The Raw Materials of OKRs: Mission, Vision, and Strategy -- Agreeing on the Definitions of "Mission," "Vision," and "Strategy" -- Mission: Stating Why Your Business Exists -- Yes, you need to take the time to create a mission statement -- Knowing what makes an effective mission statement -- If you already have a mission statement -- Vision: Creating Your Picture of the Ideal Future -- Understanding the ins and outs of vision statements -- Knowing what makes an effective vision statement -- Quantified and time bound -- Brainstorming your vision statement -- Strategy: Getting Your Priorities Straight -- Understanding why strategy is critical to OKRs -- Getting started with strategy -- What do you sell? -- Who are your customers? -- Why do customers buy from you - what is your value proposition? -- Playing 21 Questions -- Subquestions for "What do you sell?" -- Subquestions for "Who are your customers?" -- Subquestions for "Why do customers buy from you? What is your value proposition?". | |
| 505 | 8 | |a Part 3 Creating OKRs -- Chapter 7 Preparing to Create OKRs -- Training Your Organization for OKRs Success -- Grasping why training is critical -- Mastering the fundamentals -- Boosting confidence -- Speeding up learning -- Preparing for training -- Considering who should lead the training -- Deciding who should receive the training -- Providing materials to be read before training -- Getting your training off to a good start -- Warming up with an icebreaker or introductions -- Including your executive sponsor -- Working with the Training Curriculum -- Starting with a story -- Giving your participants a history lesson -- Defining your terms -- Illustrating an effective OKR with an example -- Distinguishing between the types of key results -- Sharing the characteristics of OKRs -- Learning by doing -- Kick Off Your Shoes Hotels OKRs case study -- Interview with Melissa Jacobs, Chief Executive Officer -- Finishing strong -- Knowing whether virtual training is effective -- Being prepared -- Knowing your material -- Offering interactive activities -- Setting expectations for everyone -- Keeping the session relatively short -- Determining Your OKRs Philosophy -- Weighing whether to use business-as-usual activities for OKRs -- Drawbacks of BAU as OKRs -- When BAU as OKRs may be appropriate -- Creating a dashboard of "health of the business" metrics -- Chapter 8 Rolling Up Your Sleeves, Part 1: Creating Objectives -- Working with the Various Types of Objectives -- Looking ahead: Annual objectives -- Facing the here and now: quarterly or trimester OKRs -- Dealing with necessary on-the-fly objectives -- Walking through the Process for Creating Objectives -- Asking the fundamental objective setting question (based on the cadence) -- Making a list of possible objectives -- Sequencing your list -- Make the objective attainable. | |
| 505 | 8 | |a Consider the timing of various objectives -- Choosing the most important objectives -- Using your formula -- Exploring Other Ways to Help You Set Objectives -- Using rituals -- Drawing on the wisdom of crowds -- Considering what's holding you back -- Incorporating the Characteristics of Effective Objectives -- Making it qualitative -- Making it meaningful to you -- Ensuring that it's doable in the time period -- Aligning it vertically and horizontally -- Keeping it easy to read and understand -- Controlling the necessary resources -- Providing business value -- Chapter 9 Rolling Up Your Sleeves, Part 2: Creating Key Results -- Looking at the Types of Key Results -- Metric key results -- Milestone key results -- Walking through the Process of Creating Key Results -- Determining your business impact key result by asking the fundamental question -- Telling the story of success using leading key results -- Telling the story by working backward -- Telling the story by measuring the objective -- Don't look for perfect key results -- Using the formulas -- Incorporating the Characteristics of an Effective Key Result -- Making it quantitative -- Shooting for stretch - but ensuring that it's attainable -- Limiting the number of key results -- Making it specific -- Ensuring that it's a key result, not a task -- Fighting the "You can't measure what we do" syndrome -- Chapter 10 Making Your OKRs Even Stronger -- Ensuring Alignment among OKRs -- Using vertical alignment to drive strategy execution -- Think connecting, not cascading -- The problems with cascading -- The power of intrinsic motivation -- Focus on connecting, not cascading -- Achieving horizontal alignment by managing dependencies -- Answering Some FAQs about OKRs that You're Sure to Get -- What if I can't measure business impact during the quarter?. | |
| 520 | |a Your one-stop guide to implement Objectives and Key Results (OKRs) effectively In business, OKRs--that's short for Objectives and Key Results--are the gold standard for communicating and delivering on what you want to accomplish and how you'll get there. OKRs For Dummies provides you with step-by-step guidance for following in the footsteps of some of the world's leading organizations. Drive focus on what matters most, align and engage teams, and generally maximize the benefits OKRs have to offer, thanks to this easy-to-use guide. You'll learn how to roll out an OKR system that closes the gap between strategy and execution, and helps people at every level organize their daily decisions around shared and important goals. It's time to get strategic with OKRs. Understand the OKR methodology and determine the benefits for your organization Learn how to craft sound OKRs for every level and department of your business Discover best practices and common pitfalls to ensure success when applying OKRs Focus on the three aspects of the OKRs process: Adoption, Engagement, and Alignment Business owners, team leaders, C-suite executives, and coaches will love this friendly how-to manual for joining the OKR movement. | ||
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