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Advertising Company And Planning Methodology

A little over a year ago, we in Wrike started to use the goal and key results method for planning (Objectives and Key Results, OKR). He was invented and used for the first time in Intel, then taken to Google, Oracle, LinkedIn and Twitter. The method is universal, well helps focus on objectives, enhances initiative and stimulates work between different company teams. Plus, it can be accomplished perfectly by using our service tools, which was a key requirement for us.

If you're looking for a suitable approach to planning and evaluating the effectiveness of teamwork, or even personally for yourself, I suggest you take a closer look at OKR.

Method specificity

Let's start by saying that OKR is a relatively aggressive tool for targeting and planning. The original method was used to set quarterly targets, but today most companies use it for annual planning. The point is that, for each intended purpose, there must be a number of measurable results (metres) that show how the objective has been achieved.

This helps, first, to measure progress in specific indicators, and secondly, not to erode the focus of daily work. In order not to disperse and avoid combustion, there is also a limitation on purpose and metre. No more than five targets could be established for the planned period and not more than four meters for each.

The key feature of the method is that objectives must be fundamentally inaccessible♪ If the targets are achieved 100 per cent, they are considered insufficiently ambitious and planning for the next period should take this into account. The best will be 60 to 75 per cent of the results for each purpose. It turns out that OKR will provoke you from the beginning to a presumptuous exit from the comfort zone and a more bold planning approach.

Another feature of the methodology that distinguishes it from KPI and other methods of measuring productivity is that R OK does not affect the staff member ' s assessment and the size of bonuses and other incentives. It is considered that OKR can only be used if the company deliberately cultivates trust in the staff. Without a whip and a buckle, it would be easier for people to set genuinely difficult targets without fear of being punished for failure, and the tactics of setting simple targets to get a bonus at the end of the quarter would be pointless.

Total private

OKR provides for the mandatory detail of objectives from corporate to individual. It is clear that the staff of the technical or, say, the design department is invisible from which to start their day to help the company " increase sales " or " increase customer satisfaction " . And OKR requires " shaping " common objectives to a given level. This makes it possible to coordinate the work of individuals and divisions in a single direction. The method is used simultaneously at three levels:
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