This is not the first time I make the next comment: for some time now, I feel that increasingly the OKRs – Objectives and Key Results -, they have become a kind of 'trend'. The companies claim that they have the tool and that they use it in their daily activities, throughout its processes, but I wonder internally if they are doing this correctly
Some of these companies, after a while using the tool, end up adopting a contrary movement: the abandonment of OKRs, because 'they don't work'. Many people have come to me and commented that one cannot talk about OKRs in a certain organization, because consultant X implemented it and it went wrong and the CEO, or the owner, or the team, they are averse
Believe, there have been many times when the situation I described above happened. Do they really not work or you, together with the collaborators, that I didn't know how to use or brought someone to support you who had experience with slides? After all, let's be honest, with an implementation carried out incorrectly, it is practically impossible to use OKRs and get the most out of them
Recently, the managers claiming that the tool seems like a good solution and that after a period, it shows a trap, that diverts focus and attention, making the team overall unproductive. It was by analyzing these cases that I became worried, thinking about how the OKRs were being applied, since one of its premises is to provide greater clarity for needs, for the direction to be followed and for the actions to be taken, what will allow to achieve better results
The truth is that to use this methodology in your company, you need to keep in mind that OKRs are not a magic formula and that they will not transform the organization overnight. The tool requires a change in organizational culture for it to work, and management needs to be extremely aligned with the team, counting on everyone's help to outline the goals and build the objectives
In this sense, I decided to list the three ways of how not to do OKRs, to serve as a warning for those managers who are implementing the tool incorrectly and also to help those who wish to start using it
Third waythink it is simple and easy to implement, after reading a book like 'Evaluate What Matters'
First pathassign responsibility to third parties, whether for the consultant or the project leader, otherwise, the change will not happen and the responsibility for a project like this lies with the leadership
Second waydo everything in a hurry. Believe, this is no use, for cultural change does not happen overnight
