OKRs (Objectives and Key Results) are not hierarchical structures, but rather networks of goals. This concept challenges the traditional top-down approach, instead promoting the idea that OKRs should be set by everyone in the organisation. This network approach allows for more flexibility and adaptability, as employees can adjust their OKRs in response to changes within the organisation or market.
Embracing the network model can help organisations become more agile, as it allows for quicker responses to changes. It also fosters a culture of collaboration and shared responsibility, as everyone has a stake in achieving the organisation’s goals.
To successfully implement this model, it’s essential to have a clear understanding of the organisation’s mission and strategy. This provides a guiding framework for setting OKRs. Additionally, it’s important to ensure that everyone in the organisation has the necessary skills and resources to set and achieve their OKRs.
While the network model of OKRs may require a shift in mindset, it holds the potential to drive significant improvements in organisational performance and agility. It promotes a culture of shared responsibility and adaptability, key ingredients for success in today’s fast-paced business environment.
Go to source article: https://medium.com/agileinsider/okrs-are-networks-not-hierarchies-594a9fb48715