OKRs, a way to set goals and measure them, have been widely used for a while now and have been gaining quite a bit of attention recently. So when a colleague, Deshbandhu Bansal, recommended that I read Measure What Matters, it was instantly on my week’s to do list! The author explains the simple yet effective way to set and measure targets through various case studies of some of the best companies in the world that have adopted the OKR methodology. Prior to reading this, I had no idea that OKRs originated from Intel and how effectively there were used.
Following are some of the things that caught my attention:
1. OKRs are quite different from regular KRAs as the objectives and specific result sets have a better correlation. What I found most fascinating was how the key result of the boss would be the objective of the person below and this would, therefore, have a clear linkage to the big picture view.
2. Another interesting thing is that OKRs can be set up for short terms such as quarterly while maintaining the overall linkage to the yearly goals.
3. A couple of case studies such as the one on Google Chrome and the other on the Bill and Melinda Gates foundation were quite interesting and reinforced the power of OKRs when implemented well.
4. Of course, the best example was of Intel and how they scored over Motorola. However, call me old school but I did not appreciate the language used by the senior management while trying to win over Motorola – aggression is good but tempering with civility is important to me.
5. The other aspect I liked was, of CFR – conversations, feedback & recognition. It was interesting to understand how we manage conversations with team members, give feedback, & how we can close the loop with recognition – assuming things go to plan on the feedback curve.
On the work front we have begun using OKRs for measurement and the methodology was so compelling that, on the personal front, I set two OKRs for myself and am tracking them. Will keep you updated!
While the book was no doubt an interesting read, there were certain things I disagreed with too.
1. The author states that for specific objectives, success should be measured in 0/1, which I agree with. Aspirational objectives should have a stretch target and, fundamentally, should not be achieved 100% and here too I subscribe to the philosophy. However, a couple of case studies mentioned in the book did not follow the right way and I feel, should not have made into the book.
2. On CFRs, the author makes a strong case in favour of quarterly feedback. However, the author ends up painting a very black and white picture. Of course, quarterly cycles are good but to demean everything of annual cycles I feel is dramatizing things. Quarterly cycles for sure will enable more periodic feedback and will help in faster corrections, where required. But annual cycles when done with rigour work OK too and are not outright bad!
Overall a great book and I believe the thought process of OKRs could be imbibed in the way we set goals and measure them in every sphere of life.
Nidugondi Speak 