Cascading OKRs at scale necessitates a clear understanding of the company’s vision and goals. It’s a process that begins at the top with the CEO, who sets the organisation’s objectives and key results (OKRs). These are then disseminated down through the organisation, with each department and team defining their own OKRs in alignment with the overall company vision.
The process is not without challenges. There can be a disconnect between the OKRs set by leadership and those understood by the rest of the organisation. This misalignment can lead to teams working towards different goals, undermining the overall objectives. To prevent this, it’s crucial to ensure clear communication and understanding across all levels of the organisation.
Another challenge is the risk of OKRs becoming a top-down mandate, with teams having little say in their own goals. This can lead to disengagement and lack of ownership. To combat this, it’s important to encourage teams to set their own OKRs, while keeping them aligned with the company’s vision.
Finally, tracking and measuring OKRs can be difficult, particularly at larger scales. This can be addressed by using software tools that provide real-time tracking and visualisation of progress towards OKRs.
In summary, cascading OKRs at scale requires clear communication, alignment with the company’s vision, and careful tracking of progress. Despite the challenges, it’s a powerful tool for driving alignment and focus within an organisation.
Go to source article: https://cwodtke.medium.com/cascading-okrs-at-scale-5b1335812a32