- Adobe
- Advancement opportunities, lack of
- Agility
- Alignment:
- about
- confirming
- cross-functional
- execution versus
- horizontal
- key results and
- vertical
- Align phase
- Amabile, Teresa
- Amazon
- Apple
- Art of War, The (Sun Tzu)
- Aspirational nature of key results
- Attainability
-
- Baby boomers
- “Back to the Future Visioning”exercise
- Baseline key results
- Bazerman, Max
- Beer, Michael
- Benefits of OKRs:
- about
- agility
- communication
- engagement
- focus
- transparency
- visionary thinking
- Biases in performance reviews
- Bossidy, Larry
- Brady, Mathew
- Brainstorming
- Brin, Sergey
- Buckingham, Marcus
- Business units:
- company-level OKRs and
- pilot projects
- team level
-
- Cadence:
- dual
- weekly
- Cain, Susan
- Capacity/capabilities
- CareerBuilder
- Carter, Dean
- Case studies:
- about
- CareerBuilder
- Flipkart
- GoNoodle
- Sears Holdings Corporation
- TaxSlayer
- Zalando
- Castro, Felipe
- Challenges, organizational:
- about
- disruption
- engagement
- executing strategy
- growth, sustaining
- organizing to meet new realities
- Champion, OKRs
- Change:
- inspiring
- lessons for
- in OKRs during quarter
- in OKRs from quarter to quarter
- pace of
- reinforcing through formal mechanisms
- Charan, Ram
- Clarity
- Coca-Cola
- Collaboration, employee
- Communication:
- of corporate OKRs
- as OKRs benefit
- understanding versus
- Company-level OKRs
- Compensation, incentive
- Competitive strategy
- Confidence level
- Confronting Reality (Charan andBossidy)
- Connecting OKRs. See also Alignment
- benefits of
- depth of
- failure to
- influence as key to
- mass connect approach
- number of OKRs, determining
- preparing groups for
- understanding, ensuring
- Connections (television show)
- Consultants
- Contributions, measurable
- Controllable objectives
- Corporate goals/objectives
- Corporate-level OKRs
- Cost, competing on
- Costolo, Dick
- Coupling, loose
- CRAFT (acronym for setting OKRs)
- Create phase
- Critical-thinking framework
- Cross-functional alignment
- Cultural fit
- Culture, performance
- Customer intimacy
- Customers:
- identifying
- as propelling force
- CW, The (television channel)
- Cycle, OKRs
-
- Data:
- historical
- predictive
- Davis, Angus
- Deloitte
- Dependency between teams
- Depth of connecting OKRs
- Desai, Niket
- Descriptions for objectives
- Development phase
- Differentiation
- Diffusion of responsibility
- Disruption
- Dissent
- Doerr, John
- Drafting OKRs
- Driving the right behavior
- Drucker, Peter
- Dual cadence
- DuPont
- Dweck, Carol
-
- Education
- Employee engagement. See Engagement
- Employees:
- collaboration among
- goal awareness, lack of
- manager, relationship with
- Engagement:
- connection and
- as Monday meeting topic
- as OKRs benefit
- as organizational challenge
- Engler, Holly
- Ephron, Nora
- Estée Lauder (company)
- Excess access
- Execution:
- alignment versus
- myths of
- as organizational challenge
- Executives:
- quarterly reviews, role in
- software usage by
- top-down execution by
- Executive sponsorship:
- gaining
- implementation and
- importance of
- obtaining
- ownership and
- Expectations, managing
- Extrinsic motivation
-
- Failures
- Fairness
- Fast food restaurants
- Feedback, soliciting
- Finalize phase
- Financial lens
- Fit, cultural
- “Five whys,”
- Fixed mindset
- Fleming, Alexander
- Flipkart
- Focus
- Forces, propelling
- Fountain metaphor
- Freda, Fabrizio
- Frequency:
- of reviewing performance
- of setting goals
- of setting OKRs
- Fugett, Roger
- Future lock-in
-
- Gallup
- Gamification
- Gelb, Michael
- Global phenomenon, OKRs as
- Goals, corporate
- Goal setting, frequency of
- GoNoodle
- Google
- Grant, Ulysses S.
- Grove, Andy
- Growth, sustaining
- Growth mindset
-
- Hawthorne Effect
- Health metrics
- Herbold, John
- High Output Management (Grove)
- Historical data
- Homkes, Rebecca
- Horizontal alignment
- Housing OKRs process
- How to Think Like Leonardo Da Vinci(Gelb)
- Human lens
-
- Idea sharing
- Idiosyncratic rater effect
- Illusory superiority
- Implementation:
- company and business unit/team
- company-level only
- intentions
- organization, entire
- pilot at business unit/team
- projects
- teams, multiple, using single set of OKRs
- teams, two, using single set ofOKRs
- IMVU (metaverse website)
- Incentive compensation
- Inclusionary process
- Individuals:
- OKRs for
- software usage by
- Influence
- In-N-Out restaurant
- Inspiration
- Intel
- Intrinsic motivation
- Issues, top ten:
- after creating OKRs
- before creating OKRs
- creating OKRs
- IT teams
-
- Johnson & Johnson
-
- Kent, Muhtar
- Key results. See also Objectives and key results
- alignment and
- baseline
- characteristics of effective
- creating, tips for
- defined
- examples
- health metrics
- metric
- milestone
- number of
- problems with
- progress-based
- quantitative
- scoring
- threshold target
- types of
- Klau, Rick
- Knowledge transfer
- Krupit, Andy
- Kruse, Kevin
-
- Lampert, Eddie
- Lange, Christoph
- Language
- Large organizations
- Leads, journalistic
- Lean Startup, The (Ries)
- Lenses
- LinkedIn
- Listening
- Lock-in, future
- Logistics
- Loose coupling
- Lowest total cost
-
- Madan, Sonia
- Management by objectives (MBO)
- Manager-employee relationship
- Manager's letter
- Managing with OKRs. See also Software
- cycle, OKRs
- importance of
- mid-quarter check-ins
- Monday meetings
- quarterly reviews
- Manning, Peyton
- Marketing team
- Markets
- Mason, Chris
- Mass connect approach
- Maugham, Somerset
- MBO (management by objectives)
- McDonald's
- McKinsey survey
- Medium organizations
- Metric key results
- Mid-quarter check-ins
- Milestone key results
- Millennials
- Mindset
- Mission/mission statement:
- about
- connection and
- effective mission statements
- evaluating existing mission
- examples
- importance of
- mission objectives and key results
- template for mission statement
- vision and
- Mission objectives and key results (MOKRs)
- Mistakes
- Monday meetings
- Monitoring OKRs
- Motivation
- Movie analogy
-
- National Semiconductor
- Negative metrics
- Net Promoter Score (NPS)
- Nike
- Nohria, Nitin
- Nordstrom
- Number:
- of key results
- of objectives
- of OKRs
-
- Oarsmen
- Objectives. See also Objectives and key results
- characteristics of powerful
- controllable
- corporate
- creating, tips for
- defined
- descriptions for
- example
- number of
- qualitative
- quantitative
- scoring
- Objectives and key results (OKRs). See also specific topics
- changing during quarter
- changing from quarter to quarter
- company-level
- corporate-level
- defined
- drafting
- frequency of setting
- as global phenomenon
- history of
- individual-level
- mission
- monitoring
- number of
- ongoing nature of
- presenting
- process of setting
- reasons for implementing
- shared
- support for
- supporting
- team-level examples
- top-down
- Oil companies
- OKRs. See Objectives and key results
- Ongoing nature of OKRs
- Openness
- Organization-level OKRs
- Ostroff, Dawn
- Ownership:
- assigning
- of key results
- of OKRs process
-
- Page, Larry
- Paint tubes
- Passion
- Penicillin
- Performance, frequency of reviewing
- Performance culture
- Performance reviews
- Pfeffer, Jeffrey
- Pilot projects
- Pink, Daniel
- Pixar
- Planning
- Positive language
- Positive metrics
- Possibilities, opening up to all
- Practice of Management, The (Drucker)
- Predictions, proficiency at making
- Predictive data
- Presenting OKRs
- Priorities
- Problems, overcoming
- Problems with key results
- Product and engineering teams in software space
- Products and services:
- determination of
- as propelling force
- Progress-based key results
- “Progress Principle, The,”
- Projects
-
- Qualitative objectives
- Quantitative key results
- Quantitative objectives
- Quarterly reviews:
- about
- expectations, managing
- feedback, soliciting
- “five whys,”
- as inclusionary process
- listening by leaders
- mistakes, learning from
- questions, asking
- scheduling in advance
- scoring/grading of key results
- Questions:
- fundamental
- objectives
- quarterly reviews
- Roadmap Strategy
- software
- Quiet (Cain)
-
- Rand, John Goffe
- Raw materials
- Reasons for implementing OKRs
- Refine phase
- Renoir
- Reporting results
- Responsibility, diffusion of
- Results, key. See Key results
- Ries, Eric
- Roadmap Strategy:
- about
- lenses
- questions, fundamental
- Rogers, Todd
- Role modeling
- Rules, simple
-
- Sales and distribution channels
- Sandbagging
- Schein, Edgar
- Scientific Management
- Scoring:
- consistency in
- historical data for
- key results
- objectives
- predictive data for
- software and
- Sears Holdings Corporation (SHC)
- Services and products:
- determination of
- as propelling force
- “Set it and forget it” syndrome
- Setting OKRs:
- align phase
- create phase
- finalize phase
- refine phase
- transmit phase
- Shared OKRs
- Sherman, Devin
- Shipping companies
- Silos, departmental
- Simms, Charlie
- Simplicity
- Small/medium organizations
- Smartphone adoption rates
- Social/cultural lens
- Social loafing
- Software:
- gamification
- historical data as scoring basis
- large organizations
- number of people using
- performance, frequency of reviewing
- predictive data as scoring basis
- questions to ask
- scoring OKRs
- small/medium organizations
- timing for acquiring
- type of people using
- Software space, product and engineering teams in
- Soni, Punit
- Specialists
- Specificity
- Squads
- Stanford
- Starbucks
- Status quo, avoiding
- Status updates
- Stonecutters
- Strategic plans
- Strategy:
- about
- competitive
- importance of
- lenses
- questions, fundamental
- Roadmap Strategy
- Stretch
- Sull, Charles
- Sull, Donald
- Sun Tzu
- Superiority, illusory
- Support for OKRs
- Sustainability:
- consultants
- incentive compensation
- issues, top ten
- ongoing nature of OKRs
- ownership of process
- performance reviews
- Sutton, Robert
-
- Talent and skills, developing
- Tasks
- Taxi industry
- TaxSlayer
- Taylor, Frederick Winslow
- Team level units
- Teams:
- company-level OKRs and
- connecting OKRs, preparingfor
- dependency between
- objectives, controllable
- OKR examples
- OKRs shared among many
- OKRs shared among two
- in organization
- pilot projects
- product and engineering
- software usage by
- Technological lens
- Technology
- Telephone game
- Template for mission statement
- Thinking:
- critical
- visionary
- 3D printing
- Threshold target key results
- Timeframe
- Top-down execution
- Top-down OKRs
- Total cost, lowest
- Total shareholder return(TSR)
- Toyoda, Sakichi
- Toyota Motor Corporation
- Training
- Transmit phase
- Transparency
- TSR (total shareholder return)
- TV shopping networks
- Twain, Mark
- Twitter
- Tyson, Mike
-
- Uber
- UCLA men's basketball team
- Understanding:
- communication versus
- fostering
- of highest level OKRs
- U.S. Census Bureau's Center forEconomic Studies
-
- Value, business
- Verb, starting objectives with
- Vertical alignment
- Visionary thinking
- Vision/vision statement:
- about
- developing
- effective
- mission and
-
- Wal-Mart
- Weekly cadence
- “Whys,” diagnosing issues using
- Wodtke, Christina
- Wooden, John
-
- Zalando
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