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Kindle Notes & Highlights
by
John Doerr
OKRs must promise clear business value—otherwise, there’s no reason to expend resources doing them.
“Double fleet-wide Y by launching X to 90+ percent of borg cells.”
Tangible benefit/outcome to a previously unclear objective to launch X. Describes why we are launching X in a quantifiable benefit to the company, user, etc.
#6: Insufficient KRs for committed Os.
A common error is writing key results that are necessary but not sufficient to collectively complete the objective.
How to extend necessary into sufficient to realize objective? More krs? Or extend outcome of given krs so that objective can receive 1.0 score if all krs are realized?
The litmus test: Is it reasonably possible to score 1.0 on all the key results but still not achieve the intent of the objective?
A committed OKR that fails to achieve a 1.0 by its due date requires a postmortem. This is not intended to punish teams. It is intended to understand what occurred in the planning and/or execution of the OKR, so that teams may improve their ability to reliably hit 1.0 on committed OKRs.
In general, higher priority OKRs should be completed before lower priority OKRs.
Aspirational OKRs and their associated priorities should remain on a team’s OKR list until they are completed, carrying them forward from quarter to quarter as necessary.
Managers should not expect to receive all the required resources, however, unless their aspirational OKRs are the highest priority goals in the company after the committed OKRs.
