04849nam 2200673 450 991013502680332120231109054627.01-119-25566-X1-119-25558-91-119-25554-6(CKB)4330000000009710(EBL)4688970(Au-PeEL)EBL4688970(CaPaEBR)ebr11266623(CaONFJC)MIL956216(OCoLC)959149551(CaSebORM)9781119252399(MiAaPQ)EBC4688970(EXLCZ)99433000000000971020160812h20162016 uy| 0engur|n|---|||||rdacontentrdamediardacarrierObjectives and key results driving focus, alignment, and engagement with OKRs /Paul R. Niven, Ben LamonteHoboken, New Jersey :John Wiley & Sons, Incorporated,[2016]©20161 online resource (227 p.)Wiley corporate F&ATHEi Wiley ebooksIncludes index.1-119-25239-3 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 AlignmentOKRs 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 PhaseKey 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 VerbWhat'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 ResultsShould 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 AlignmentHorizontal AlignmentWiley corporate F & A.THEi Wiley ebooks.Organizational effectivenessStrategic planningPerformanceBalanced scorecard (Management)Organizational effectiveness.Strategic planning.Performance.Balanced scorecard (Management)658.4/012Niven Paul R.473673Lamonte Ben1972-MiAaPQMiAaPQMiAaPQBOOK9910135026803321Objectives and key results2120743UNINA