| |
|
|
|
|
|
|
|
|
1. |
Record Nr. |
UNINA9910135026803321 |
|
|
Autore |
Niven Paul R. |
|
|
Titolo |
Objectives and key results : driving focus, alignment, and engagement with OKRs / / Paul R. Niven, Ben Lamonte |
|
|
|
|
|
|
|
Pubbl/distr/stampa |
|
|
Hoboken, New Jersey : , : John Wiley & Sons, Incorporated, , [2016] |
|
©2016 |
|
|
|
|
|
|
|
|
|
ISBN |
|
1-119-25566-X |
1-119-25558-9 |
1-119-25554-6 |
|
|
|
|
|
|
|
|
Descrizione fisica |
|
1 online resource (227 p.) |
|
|
|
|
|
|
Collana |
|
Wiley corporate F&A |
THEi Wiley ebooks |
|
|
|
|
|
|
|
|
Disciplina |
|
|
|
|
|
|
Soggetti |
|
Organizational effectiveness |
Strategic planning |
Performance |
Balanced scorecard (Management) |
|
|
|
|
|
|
|
|
Lingua di pubblicazione |
|
|
|
|
|
|
Formato |
Materiale a stampa |
|
|
|
|
|
Livello bibliografico |
Monografia |
|
|
|
|
|
Note generali |
|
|
|
|
|
|
Nota di contenuto |
|
Cover; Title Page; Copyright; Contents; Introduction; Acknowledgments; Chapter 1 Introduction to OKRs; The History of OKRs; What Are Objectives and Key Results (OKRs)?; Objectives; Key Results; Organizational Challenges, and Why You Need OKRs; Executing Strategy; Organizing to Meet New Realities; The Challenge of Sustaining Growth; The Threat of Disruption; Employee Engagement; Benefits of OKRs; OKRs Are Easy to Understand-Increasing Buy-in and Use; A Shorter Cadence Fosters Agility and Change-Readiness; OKRs Demand Focus on What Matters Most; Transparency Promotes Cross-Functional Alignment |
OKRs Facilitate Focused Conversation and Drive EngagementOKRs Promote Visionary Thinking; Notes; Chapter 2 Preparing for Your OKRs Journey; Why Are You Implementing OKRs?; Executive Sponsorship: A Critical Component of Your OKRs Implementation; Gaining Executive Sponsorship; Where to Develop Your OKRs; Company-Level Only; Company and Business Unit or Team; Entire Organization; Pilot at a |
|
|
|
|
|
|
|
|
|
|
Business Unit or Team; Use OKRs for Projects; Special Cases; Two Teams Using a Single Set of OKRs; Many Teams for a Single Set of OKRs; An OKRs Development Plan; Planning Phase; Development Phase |
Key Lessons for Successful TransformationThe Building Blocks of OKRs: Mission, Vision, and Strategy; Mission; Vision; Strategy; Roadmap Strategy; The Four Fundamental Questions You Must Answer When Creating a Strategy; The Four Lenses; Notes; Chapter 3 Creating Effective OKRs; Omaha; Creating Powerful Objectives; Inspirational; Attainable; Doable in a Quarter; Controllable by the Team; Provide Business Value; Qualitative; Tips for Creating Objectives; Avoid the Status Quo; Use Clarifying Questions; Frame Objectives in Positive Language; Use Simple Rules; Start with a Verb |
What's Holding You Back?Use Plain Language; Objective Descriptions; Characteristics of Effective Key Results; Quantitative; Aspirational; Specific; Owned; Progress-Based; Vertically and Horizontally Aligned; Drive the Right Behavior; Tips for Creating Key Results; Key, Not All; Describe Results, Not Tasks; Use Positive Language; Keep Them Simple and Clear; Open up to All Possibilities; Be Sure to Assign an Owner; Types of Key Results; Baseline Key Results; Metric Key Results; Milestone Key Results; Health Metrics; Scoring OKRs; Mid-Quarter Check-Ins; What to Expect When Grading Key Results |
Should You Score and Grade Objectives?How Often Do We Set OKRs?; How Many OKRs Do We Have?; Do OKRs Stay the Same from Quarter to Quarter?; Can OKRs Change during the Quarter?; The Process to Set OKRs; Create; Refine; Align; Finalize; Transmit; Notes; Chapter 4 Connecting OKRs to Drive Alignment; A Critical Link; Connecting OKRs; How to Connect OKRs; How Deep to Connect; Determine the Number of OKRs; Preparing Your Groups for Connecting; Ensure Everyone Understands the Highest-Level OKRs; The Key to Connecting Is Influence; The Mass Connect Approach; Creating Alignment; Vertical Alignment |
Horizontal Alignment |
|
|
|
|
|
| |