Why doesn't OKR work in many domestic enterprises?

It is said that some domestic Internet companies are engaged in OKR, but they are slowly losing their function. Why did OKR suddenly stop working?

This is not surprising. Many foreign management ideas are like this in the process of localization. Therefore, advanced ideas will emerge one after another, and a batch will be abolished. In fact, all enterprises have businesses that can be managed by OKR. Although OKR is not omnipotent, it is basically caused by improper use. Firstly, OKR is mistaken for a performance appraisal tool; secondly, it is divorced from the original teaching of OKR; thirdly, it ignores the talent storage function of OKR.

The management method is invalid, first of all, it depends on the definition, origin and background.

OKR is an internal management method founded by Google. It is the best practical tool for enterprises, teams and individuals to set goals and communicate, and it is a method and practice to measure the process through results. At the same time, it is also a thinking mode that can promote individual and team cooperation.

When it comes to Google, we can use high technology, project management, innovative culture and so on as the background labels of OKR. Therefore, it is easy for us to understand that OKR is a method to maintain the consistency of team goals and work coordination in order to manage uncertain results, and its goal is motivation and dedication. Therefore, OKR has obvious advantages in managing challenging goals and uncertain goals.

The management method is invalid, and we must understand its underlying logic.

The implementation of 1 OKR is a strict process management from the beginning:

O Tell individuals and teams "I \ Where are we going?"

KR tells individuals and teams, "What can I do to get there?"

Confirm in the form of calibration meeting "Did I get there effectively?"

2. The implementation of 2.OKR should strictly implement the original teachings from the beginning:

There is no doubt that the leadership set out to point out the direction or goal for everyone.

Everyone gives full play to their talents to do KRs, and keeps the O-KRs direction of the team and the individual consistent.

Everyone's KRs is drawn into WBS roadmap around the realization of O, and the supporting relationship between them is determined.

Through the calibration meeting, KRs is increased or decreased around the realization degree of KRs, and it is consistent.

Hold a calibration meeting in a 360-degree way, evaluate individual ability through O-KRs calibration and put forward development suggestions.

3.360 management process should be implemented at the beginning of OKR implementation.

The management method is invalid, depending on what the enterprise wants to solve.

If we want to produce the expected results by implementing OKR, we must first determine the implementation objectives. Usually OKR is used for problems that enterprises need to manage, or projects that cannot grasp the results with KPI. Secondly, it is clear that OKRs is only a target management method suitable for the implementation object, and it is by no means a performance evaluation tool. The third is the assessment dimension of OKR, which can only focus on "job performance completion" and "ability performance". Finally, synergy should be measured by behavior results, not by various documents.