Only five years ago, when asked ‘do you know what OKRs are?’, the most common answer would have been ‘OKR what?!?’.
Today, in the modern business management landscape, Objectives and Key Results (OKRs) emerge as the most attractive approach to goal setting. This framework, focused on clear and measurable objectives, was first successfully adopted by giants such as Intel, the place where they took shape, Google, the place that made them famous, and Microsoft, revolutionising the way companies pursue progress and success. In particular, Google attributes a significant part of its success to the adoption of OKRs. Why? This system encourages the establishment of ambitious but realistic goals, ensuring that every team member is fully aligned and actively contributing to the company’s objectives.
OKRs, in their apparent simplicity, are based on:
the definition of clear and measurable objectives;
the alignment of objectives with the corporate vision;
periodic review to reflect changes and priorities.
However, the real strength of OKRs lies in their being not just a planning tool, but a working philosophy that promotes transparency, recognises imperfection and supports accountability, generating a constant striving for excellence.
They represent a meeting between the individual’s biography and the organisation’s history, creating a meaningful alignment between the employees’ personal aspirations and the company’s objectives. This fosters a deep sense of belonging and motivation, transforming work into a path of personal and professional growth.
But what are the key points of the OKR methodology?
1. Striving for excellence: the true measure of success
A crucial aspect of this tool is that a 100% achievement of OKRs should not automatically be considered a success. This could indicate that the objectives were not set with sufficient aspiration, or that they were calibrated to be easily attainable. OKRs should be imperfect and challenging, pushing the organisation and its members to mobilise all their strengths to achieve ambitious goals. This stimulates growth and innovation, emphasising the willingness to go beyond limits, rather than simply achieving goals.
2. Less is more: the wisdom of OKRs identified
Another essential principle of OKRs is that they must be few and focused on the crucial outcomes for the organisation. OKRs focus on those aspects that will really make a difference, leaving room for organisational wisdom to handle the routine aspects. This approach ensures that the focus is on priority strategic turning points, rather than dispersing into a multitude of secondary objectives.
Moreover OKRs, while they can be declined down to the individual level, bring added value in supporting participative work. Collaboration and sharing, even across functions, encourage a collective vision and shared commitment towards the achievement of corporate goals, making the process more inclusive and participatory.
3. Design, vision and patience
A further key aspect in the implementation of OKRs is process design. It is crucial to have a clear and defined vision of the desired objectives. A well-structured design guarantees OKRs that are not only ambitious, but also realistic and aligned with the organisation’s vision and needs, thus truly contributing to its success.
At Peoplerise, we consider companies to be living organisms, characterised by growth, adaptation and evolution. OKRs, in this context, function like a nervous system, informing the corporate organism in response to external changes and ensuring the alignment and contribution of each part towards common goals.
It is important to consider that, like living organisms, OKRs take time to be fully effective. Setting realistic expectations and allowing time for the system and people to adapt and evolve is essential. Think of the patience of the farmer sowing his field, confident about what is happening underground, knowing that time will first lead to the growth of many vital shoots, which will then bear fruit.
Likewise, companies must understand that implementing OKRs requires patience, care and continuous attention. Only with time will the results of this process be visible, manifesting first as signs of growth and then of maturity.
4. Cross-functional sharing and dialogue: the collaborative heart of OKRs
Last but not least, a key component of OKRs that deserves emphasis is their role in promoting cross-functional sharing and dialogue within organisations. OKRs are not isolated in watertight compartments of a company; rather, they act as catalysts for collaboration and communication between different functions and departments.
This interaction not only ensures a more consistent alignment of goals across departments, but also creates an environment in which ideas and strategies are collectively shared and refined. Open dialogue and cross-functional collaboration help challenge organisational silos, enabling transparent information flow and unprecedented synergy. In this sense, OKRs become more than just targets or metrics; they become the glue that connects the different parts of the organisation.
The evolution of OKRs in the corporate organism: from tool to innate principle
In the future, we expect OKRs to no longer be seen as a set of externally imposed rules or procedures, but as an innate principle embedded in the practices and culture of organisations. In this evolved context, the adoption and application of OKRs will no longer require rigid methodological mentorship. Rather, organisations will internalise the core principles of OKRs, making them part of their natural way of functioning.
This means that organisations will be able to adapt, set goals and measure results in a more organic and intuitive way, reflecting the OKR principles without the need to rigidly adhere to a set system. The goal will no longer be the mere achievement of specific metrics, but a movement towards a corporate culture that emphasises clarity, measurability, accountability and a continuous striving for excellence, all in a natural and embedded way.
More: a business case
To give substance to this narrative of mine in the world of OKRs and to bring a concrete example, I share with you this corporate testimony of Luca Nascimben, People Director of Rigoni di Asiago, who, starting from a work of development and cohesion of the Leadership Team and the creation of organisational Missions, is now about to face the next step towards Middle Management in the implementation of OKRs. > link
👉 Treat yourself to the OKR FOR ALL book and continue your journey into this fascinating methodology. (discover other recommended books)
📍 But how can OKR be promoted in the company?
