Exploration of OKR Management Process: Humanized "Up and Down with the Same Desire"

Under the influence of the Internet, O2O and other environmental trends, the number of start-ups is increasing, and many traditional enterprises are beginning to seek transformation. These new and old enterprises not only face challenges and rulings in market, contacts and channels, but also face challenges in internal management. In this context, the OKR model, which can stimulate group creativity, is highly respected and has become one of the hottest management tools in recent years.

OKR's unique open incentive mechanism can attract leaders and teams to set more challenging goals. Compared with traditional entrusted management, OKR implements "top-down" target management and "bottom-up" result feedback in the operation process, which brings enlightenment to modern enterprises that deserves our attention.

Three levels: company, team and individual.

Okr changed the original management landing point and changed the cold words of company, department and post into company, team and individual. Literally, you can feel an injection of humanistic factors. It can be seen that OKR pays more attention to "people".

Now the dimension of creating value in the workplace is not the quantity of things done, but the quality of things done, as well as its creativity and innovation. From this perspective, OKR binds individuals and teams into a whole, which brings more positive cultural shaping to enterprises.

Through the above figure, we can more directly understand the internal logic covered by the three levels of OKR: from the company to the group to the individual, set the target template layer by layer, at the same time, pay attention to the individual result feedback of "people" and adhere to the implementation norms with two-way communication as the channel. This also leads to two management cores of OKR: 1. The key points of the company's strategy implementation. 2. Team members' feelings about goals and results.

Goal Focus: Top-down Unity

OKR adheres to the goal setting from company to team to individual, and realizes unified management from top to bottom. This management method first ensures the correctness of the company's business direction and the focus of the implementation strategy. Even if everyone just looks and doesn't talk, everyone knows where the direction is.

Of course, the "top-down" here refers to the unity of goal directionality, not the rigid goal allocation. OKR advocates restoring the target in stages, and tracking and adjusting OKR through monthly and quarterly meeting review. For example, you set the OKR for the next quarter and year to June 5438+February, and then concentrate on implementing quarterly OKR. After a while, you can verify whether the OKR is correct every year, and constantly modify it. The annual OKR is a guide, not a constraint.

The focus of goals will bring about the centralized delivery of resources. Although you can set more than one goal at a time, the key is to focus on the most important goal. Practice shows that it is best to set 4-6 goals, and each goal can have 5 or less key achievements. You won't waste time and money on things that don't pay off. If you start, OKR must point out the most urgent work item at present.

Focus on results: bottom-up participation

The purpose of OKR is to give full play to the enthusiasm of employees. In the process of OKR operation, when you are an individual OKR, communicate with your boss, and he will judge whether your setting is reasonable or not and whether you can contribute to the realization of the ultimate goal according to the OKR situation of the whole department. Here, you can find another feature of OKR: two-way communication. Compared with OKR's top-down goal setting, this communication reflects the "bottom-up" operation feeling:

● Employees and superiors jointly set goals, and employees are responsible for the results;

● Employees decide the path and method to achieve the goal independently after setting the goal;

● The superior provides guidance, help and supervision in this process.

In the whole process, the management always maintains positive two-way interaction and communication with employees. Interestingly, this kind of goal feedback from the grassroots will almost account for 60% of the overall goal setting. Therefore, the magic of OKR is that it skillfully combines top-down unity with bottom-up participation, taps the internal potential of employees and drives the whole company forward with the creativity of the team under the condition that the overall goal of the enterprise remains unchanged.

In addition, OKR implements the goal principle of quantification and openness, which ensures everyone's unified understanding of the company's goals, and also allows employees to understand each other's work and facilitate daily communication and resource coordination.

Regardless of top-down focus or bottom-up feedback, the weighing benchmark of OKR implementation is still based on the target results, but the setting of targets is more flexible, and more attention is paid to linking individual work with the overall strategy of the organization. OKR is an operating mechanism to encourage innovation, which is very suitable for an open and free environment and has been widely used in IT, venture capital, games, creativity and other enterprises.