OKRs (Objectives and Key Results) are a popular management tool, yet they often fail to deliver the desired results. This failure is not due to the tool itself but because of how organisations implement it. Typically, companies set OKRs at the beginning of a quarter and review them at the end, which leads to a lack of regular engagement and updates. This approach causes teams to lose sight of their objectives and results in a disconnect between daily work and quarterly goals.
Moreover, OKRs are frequently used as a performance measurement tool, which can create a fear-based culture. Employees might feel pressured to set easily achievable OKRs, leading to a lack of ambition and innovation. The solution to these problems lies in changing the approach to OKRs. Instead of quarterly reviews, weekly check-ins can ensure regular engagement and alignment with objectives. This shift can also help teams to adjust their OKRs based on the latest information, making them more responsive and agile.
Furthermore, using OKRs as a learning tool rather than a performance measurement tool can encourage risk-taking and innovation. This approach requires a supportive culture where failure is seen as an opportunity to learn and improve. By making these changes, organisations can make the most of OKRs and achieve their strategic goals.
Go to source article: https://tomkerwin.substack.com/p/okrs-sound-good-but-they-dont-work-ece