Index

  1. Adobe
  2. Advancement opportunities, lack of
  3. Agility
  4. Alignment:
    1. about
    2. confirming
    3. cross-functional
    4. execution versus
    5. horizontal
    6. key results and
    7. vertical
  5. Align phase
  6. Amabile, Teresa
  7. Amazon
  8. Apple
  9. Art of War, The (Sun Tzu)
  10. Aspirational nature of key results
  11. Attainability
  12.  
  13. Baby boomers
  14. “Back to the Future Visioning”exercise
  15. Baseline key results
  16. Bazerman, Max
  17. Beer, Michael
  18. Benefits of OKRs:
    1. about
    2. agility
    3. communication
    4. engagement
    5. focus
    6. transparency
    7. visionary thinking
  19. Biases in performance reviews
  20. Bossidy, Larry
  21. Brady, Mathew
  22. Brainstorming
  23. Brin, Sergey
  24. Buckingham, Marcus
  25. Business units:
    1. company-level OKRs and
    2. pilot projects
    3. team level
  26.  
  27. Cadence:
    1. dual
    2. weekly
  28. Cain, Susan
  29. Capacity/capabilities
  30. CareerBuilder
  31. Carter, Dean
  32. Case studies:
    1. about
    2. CareerBuilder
    3. Flipkart
    4. GoNoodle
    5. Sears Holdings Corporation
    6. TaxSlayer
    7. Zalando
  33. Castro, Felipe
  34. Challenges, organizational:
    1. about
    2. disruption
    3. engagement
    4. executing strategy
    5. growth, sustaining
    6. organizing to meet new realities
  35. Champion, OKRs
  36. Change:
    1. inspiring
    2. lessons for
    3. in OKRs during quarter
    4. in OKRs from quarter to quarter
    5. pace of
    6. reinforcing through formal mechanisms
  37. Charan, Ram
  38. Clarity
  39. Coca-Cola
  40. Collaboration, employee
  41. Communication:
    1. of corporate OKRs
    2. as OKRs benefit
    3. understanding versus
  42. Company-level OKRs
  43. Compensation, incentive
  44. Competitive strategy
  45. Confidence level
  46. Confronting Reality (Charan andBossidy)
  47. Connecting OKRs. See also Alignment
    1. benefits of
    2. depth of
    3. failure to
    4. influence as key to
    5. mass connect approach
    6. number of OKRs, determining
    7. preparing groups for
    8. understanding, ensuring
  48. Connections (television show)
  49. Consultants
  50. Contributions, measurable
  51. Controllable objectives
  52. Corporate goals/objectives
  53. Corporate-level OKRs
  54. Cost, competing on
  55. Costolo, Dick
  56. Coupling, loose
  57. CRAFT (acronym for setting OKRs)
  58. Create phase
  59. Critical-thinking framework
  60. Cross-functional alignment
  61. Cultural fit
  62. Culture, performance
  63. Customer intimacy
  64. Customers:
    1. identifying
    2. as propelling force
  65. CW, The (television channel)
  66. Cycle, OKRs
  67.  
  68. Data:
    1. historical
    2. predictive
  69. Davis, Angus
  70. Deloitte
  71. Dependency between teams
  72. Depth of connecting OKRs
  73. Desai, Niket
  74. Descriptions for objectives
  75. Development phase
  76. Differentiation
  77. Diffusion of responsibility
  78. Disruption
  79. Dissent
  80. Doerr, John
  81. Drafting OKRs
  82. Driving the right behavior
  83. Drucker, Peter
  84. Dual cadence
  85. DuPont
  86. Dweck, Carol
  87.  
  88. Education
  89. Employee engagement. See Engagement
  90. Employees:
    1. collaboration among
    2. goal awareness, lack of
    3. manager, relationship with
  91. Engagement:
    1. connection and
    2. as Monday meeting topic
    3. as OKRs benefit
    4. as organizational challenge
  92. Engler, Holly
  93. Ephron, Nora
  94. Estée Lauder (company)
  95. Excess access
  96. Execution:
    1. alignment versus
    2. myths of
    3. as organizational challenge
  97. Executives:
    1. quarterly reviews, role in
    2. software usage by
    3. top-down execution by
  98. Executive sponsorship:
    1. gaining
    2. implementation and
    3. importance of
    4. obtaining
    5. ownership and
  99. Expectations, managing
  100. Extrinsic motivation
  101.  
  102. Failures
  103. Fairness
  104. Fast food restaurants
  105. Feedback, soliciting
  106. Finalize phase
  107. Financial lens
  108. Fit, cultural
  109. “Five whys,”
  110. Fixed mindset
  111. Fleming, Alexander
  112. Flipkart
  113. Focus
  114. Forces, propelling
  115. Fountain metaphor
  116. Freda, Fabrizio
  117. Frequency:
    1. of reviewing performance
    2. of setting goals
    3. of setting OKRs
  118. Fugett, Roger
  119. Future lock-in
  120.  
  121. Gallup
  122. Gamification
  123. Gelb, Michael
  124. Global phenomenon, OKRs as
  125. Goals, corporate
  126. Goal setting, frequency of
  127. GoNoodle
  128. Google
  129. Grant, Ulysses S.
  130. Grove, Andy
  131. Growth, sustaining
  132. Growth mindset
  133.  
  134. Hawthorne Effect
  135. Health metrics
  136. Herbold, John
  137. High Output Management (Grove)
  138. Historical data
  139. Homkes, Rebecca
  140. Horizontal alignment
  141. Housing OKRs process
  142. How to Think Like Leonardo Da Vinci(Gelb)
  143. Human lens
  144.  
  145. Idea sharing
  146. Idiosyncratic rater effect
  147. Illusory superiority
  148. Implementation:
    1. company and business unit/team
    2. company-level only
    3. intentions
    4. organization, entire
    5. pilot at business unit/team
    6. projects
    7. teams, multiple, using single set of OKRs
    8. teams, two, using single set ofOKRs
  149. IMVU (metaverse website)
  150. Incentive compensation
  151. Inclusionary process
  152. Individuals:
    1. OKRs for
    2. software usage by
  153. Influence
  154. In-N-Out restaurant
  155. Inspiration
  156. Intel
  157. Intrinsic motivation
  158. Issues, top ten:
    1. after creating OKRs
    2. before creating OKRs
    3. creating OKRs
  159. IT teams
  160.  
  161. Johnson & Johnson
  162.  
  163. Kent, Muhtar
  164. Key results. See also Objectives and key results
    1. alignment and
    2. baseline
    3. characteristics of effective
    4. creating, tips for
    5. defined
    6. examples
    7. health metrics
    8. metric
    9. milestone
    10. number of
    11. problems with
    12. progress-based
    13. quantitative
    14. scoring
    15. threshold target
    16. types of
  165. Klau, Rick
  166. Knowledge transfer
  167. Krupit, Andy
  168. Kruse, Kevin
  169.  
  170. Lampert, Eddie
  171. Lange, Christoph
  172. Language
  173. Large organizations
  174. Leads, journalistic
  175. Lean Startup, The (Ries)
  176. Lenses
  177. LinkedIn
  178. Listening
  179. Lock-in, future
  180. Logistics
  181. Loose coupling
  182. Lowest total cost
  183.  
  184. Madan, Sonia
  185. Management by objectives (MBO)
  186. Manager-employee relationship
  187. Manager's letter
  188. Managing with OKRs. See also Software
    1. cycle, OKRs
    2. importance of
    3. mid-quarter check-ins
    4. Monday meetings
    5. quarterly reviews
  189. Manning, Peyton
  190. Marketing team
  191. Markets
  192. Mason, Chris
  193. Mass connect approach
  194. Maugham, Somerset
  195. MBO (management by objectives)
  196. McDonald's
  197. McKinsey survey
  198. Medium organizations
  199. Metric key results
  200. Mid-quarter check-ins
  201. Milestone key results
  202. Millennials
  203. Mindset
  204. Mission/mission statement:
    1. about
    2. connection and
    3. effective mission statements
    4. evaluating existing mission
    5. examples
    6. importance of
    7. mission objectives and key results
    8. template for mission statement
    9. vision and
  205. Mission objectives and key results (MOKRs)
  206. Mistakes
  207. Monday meetings
  208. Monitoring OKRs
  209. Motivation
  210. Movie analogy
  211.  
  212. National Semiconductor
  213. Negative metrics
  214. Net Promoter Score (NPS)
  215. Nike
  216. Nohria, Nitin
  217. Nordstrom
  218. Number:
    1. of key results
    2. of objectives
    3. of OKRs
  219.  
  220. Oarsmen
  221. Objectives. See also Objectives and key results
    1. characteristics of powerful
    2. controllable
    3. corporate
    4. creating, tips for
    5. defined
    6. descriptions for
    7. example
    8. number of
    9. qualitative
    10. quantitative
    11. scoring
  222. Objectives and key results (OKRs). See also specific topics
    1. changing during quarter
    2. changing from quarter to quarter
    3. company-level
    4. corporate-level
    5. defined
    6. drafting
    7. frequency of setting
    8. as global phenomenon
    9. history of
    10. individual-level
    11. mission
    12. monitoring
    13. number of
    14. ongoing nature of
    15. presenting
    16. process of setting
    17. reasons for implementing
    18. shared
    19. support for
    20. supporting
    21. team-level examples
    22. top-down
  223. Oil companies
  224. OKRs. See Objectives and key results
  225. Ongoing nature of OKRs
  226. Openness
  227. Organization-level OKRs
  228. Ostroff, Dawn
  229. Ownership:
    1. assigning
    2. of key results
    3. of OKRs process
  230.  
  231. Page, Larry
  232. Paint tubes
  233. Passion
  234. Penicillin
  235. Performance, frequency of reviewing
  236. Performance culture
  237. Performance reviews
  238. Pfeffer, Jeffrey
  239. Pilot projects
  240. Pink, Daniel
  241. Pixar
  242. Planning
  243. Positive language
  244. Positive metrics
  245. Possibilities, opening up to all
  246. Practice of Management, The (Drucker)
  247. Predictions, proficiency at making
  248. Predictive data
  249. Presenting OKRs
  250. Priorities
  251. Problems, overcoming
  252. Problems with key results
  253. Product and engineering teams in software space
  254. Products and services:
    1. determination of
    2. as propelling force
  255. Progress-based key results
  256. “Progress Principle, The,”
  257. Projects
  258.  
  259. Qualitative objectives
  260. Quantitative key results
  261. Quantitative objectives
  262. Quarterly reviews:
    1. about
    2. expectations, managing
    3. feedback, soliciting
    4. “five whys,”
    5. as inclusionary process
    6. listening by leaders
    7. mistakes, learning from
    8. questions, asking
    9. scheduling in advance
    10. scoring/grading of key results
  263. Questions:
    1. fundamental
    2. objectives
    3. quarterly reviews
    4. Roadmap Strategy
    5. software
  264. Quiet (Cain)
  265.  
  266. Rand, John Goffe
  267. Raw materials
  268. Reasons for implementing OKRs
  269. Refine phase
  270. Renoir
  271. Reporting results
  272. Responsibility, diffusion of
  273. Results, key. See Key results
  274. Ries, Eric
  275. Roadmap Strategy:
    1. about
    2. lenses
    3. questions, fundamental
  276. Rogers, Todd
  277. Role modeling
  278. Rules, simple
  279.  
  280. Sales and distribution channels
  281. Sandbagging
  282. Schein, Edgar
  283. Scientific Management
  284. Scoring:
    1. consistency in
    2. historical data for
    3. key results
    4. objectives
    5. predictive data for
    6. software and
  285. Sears Holdings Corporation (SHC)
  286. Services and products:
    1. determination of
    2. as propelling force
  287. “Set it and forget it” syndrome
  288. Setting OKRs:
    1. align phase
    2. create phase
    3. finalize phase
    4. refine phase
    5. transmit phase
  289. Shared OKRs
  290. Sherman, Devin
  291. Shipping companies
  292. Silos, departmental
  293. Simms, Charlie
  294. Simplicity
  295. Small/medium organizations
  296. Smartphone adoption rates
  297. Social/cultural lens
  298. Social loafing
  299. Software:
    1. gamification
    2. historical data as scoring basis
    3. large organizations
    4. number of people using
    5. performance, frequency of reviewing
    6. predictive data as scoring basis
    7. questions to ask
    8. scoring OKRs
    9. small/medium organizations
    10. timing for acquiring
    11. type of people using
  300. Software space, product and engineering teams in
  301. Soni, Punit
  302. Specialists
  303. Specificity
  304. Squads
  305. Stanford
  306. Starbucks
  307. Status quo, avoiding
  308. Status updates
  309. Stonecutters
  310. Strategic plans
  311. Strategy:
    1. about
    2. competitive
    3. importance of
    4. lenses
    5. questions, fundamental
    6. Roadmap Strategy
  312. Stretch
  313. Sull, Charles
  314. Sull, Donald
  315. Sun Tzu
  316. Superiority, illusory
  317. Support for OKRs
  318. Sustainability:
    1. consultants
    2. incentive compensation
    3. issues, top ten
    4. ongoing nature of OKRs
    5. ownership of process
    6. performance reviews
  319. Sutton, Robert
  320.  
  321. Talent and skills, developing
  322. Tasks
  323. Taxi industry
  324. TaxSlayer
  325. Taylor, Frederick Winslow
  326. Team level units
  327. Teams:
    1. company-level OKRs and
    2. connecting OKRs, preparingfor
    3. dependency between
    4. objectives, controllable
    5. OKR examples
    6. OKRs shared among many
    7. OKRs shared among two
    8. in organization
    9. pilot projects
    10. product and engineering
    11. software usage by
  328. Technological lens
  329. Technology
  330. Telephone game
  331. Template for mission statement
  332. Thinking:
    1. critical
    2. visionary
  333. 3D printing
  334. Threshold target key results
  335. Timeframe
  336. Top-down execution
  337. Top-down OKRs
  338. Total cost, lowest
  339. Total shareholder return(TSR)
  340. Toyoda, Sakichi
  341. Toyota Motor Corporation
  342. Training
  343. Transmit phase
  344. Transparency
  345. TSR (total shareholder return)
  346. TV shopping networks
  347. Twain, Mark
  348. Twitter
  349. Tyson, Mike
  350.  
  351. Uber
  352. UCLA men's basketball team
  353. Understanding:
    1. communication versus
    2. fostering
    3. of highest level OKRs
  354. U.S. Census Bureau's Center forEconomic Studies
  355.  
  356. Value, business
  357. Verb, starting objectives with
  358. Vertical alignment
  359. Visionary thinking
  360. Vision/vision statement:
    1. about
    2. developing
    3. effective
    4. mission and
  361.  
  362. Wal-Mart
  363. Weekly cadence
  364. “Whys,” diagnosing issues using
  365. Wodtke, Christina
  366. Wooden, John
  367.  
  368. Zalando
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