LEADER 04849nam 2200673 450 001 9910812039203321 005 20231109054627.0 010 $a1-119-25566-X 010 $a1-119-25558-9 010 $a1-119-25554-6 035 $a(CKB)4330000000009710 035 $a(EBL)4688970 035 $a(Au-PeEL)EBL4688970 035 $a(CaPaEBR)ebr11266623 035 $a(CaONFJC)MIL956216 035 $a(OCoLC)959149551 035 $a(CaSebORM)9781119252399 035 $a(MiAaPQ)EBC4688970 035 $a(EXLCZ)994330000000009710 100 $a20160812h20162016 uy| 0 101 0 $aeng 135 $aur|n|---||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aObjectives and key results $edriving focus, alignment, and engagement with OKRs /$fPaul R. Niven, Ben Lamonte 210 1$aHoboken, New Jersey :$cJohn Wiley & Sons, Incorporated,$d[2016] 210 4$dİ2016 215 $a1 online resource (227 p.) 225 1 $aWiley corporate F&A 225 1 $aTHEi Wiley ebooks 300 $aIncludes index. 311 $a1-119-25239-3 327 $aCover; 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 327 $aOKRs 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 327 $aKey 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 327 $aWhat'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 327 $aShould 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 327 $aHorizontal Alignment 410 0$aWiley corporate F & A. 410 0$aTHEi Wiley ebooks. 606 $aOrganizational effectiveness 606 $aStrategic planning 606 $aPerformance 606 $aBalanced scorecard (Management) 615 0$aOrganizational effectiveness. 615 0$aStrategic planning. 615 0$aPerformance. 615 0$aBalanced scorecard (Management) 676 $a658.4/012 700 $aNiven$b Paul R.$0473673 702 $aLamonte$b Ben$f1972- 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910812039203321 996 $aObjectives and key results$94094780 997 $aUNINA