In an evolving ecosystem, OKRs give their best, releasing their own characteristics of resilience and adaptability.<\/p>\n
Implementation of Objectives and Key Results<\/em> in a remote working team is the topic I address in this article.<\/p>\n <\/p>\n <\/p>\n When an old system fails, the new is usually ready to emerge in the form of a revolution.<\/p>\n The OKR revolution is in its hype in recent years, although the theory dates back to the 1970s when Andy Grove introduced this approach at Intel. In 2014, Google revealed that this methodology is one of the cornerstones of the success of its business strategy: from that moment on, those involved in management could no longer ignore them. So much so that today we talk about OKR in LinkedIn, Microsoft, Amazon, Samsung, Zalando, Uber, Spotify, and other big companies.<\/p>\n In 2017 the OKR Google<\/strong> took on legendary contours thanks to John Doerr who in the book \u201cMeasure What Matters<\/strong><\/em>\u201d, told how they were introduced in 1999 in the Mountain View Giant (then start-up).<\/p>\n Let us then let master Doerr explain what OKRs are. This is the first slide of the PowerPoint presentation shown to Larry Page and Sergey Brin, with the definition of the OKRs<\/strong>:<\/p>\n “A management methodology that helps to verify that the company’s efforts are focused on the same, important, focus at all levels of the organization”.<\/em><\/p>\n Basically a system, a framework, for defining objectives, which keeps track of key results.<\/p>\n <\/p>\n <\/p>\n The goal is what we want to achieve<\/strong>, nothing more and nothing less. By definition, a goal must be not only action-oriented but also meaningful and inspirational.<\/p>\n It pushes you to act, motivates you, and is relevant for growth and innovation.<\/p>\n In the OKR formula, the objective is abbreviated to O.<\/p>\n <\/p>\n <\/p>\n The key results measure progress and monitor how progress is being made towards the goal<\/strong>. They are therefore measurable and verifiable. No room for doubt and no gray area: a key result is achieved, or not. At the end of a predetermined period, generally a quarter (Quarter), the team declares whether the key result has been hit.<\/p>\n In the OKR formula, the Key Results are abbreviated to KR.<\/p>\n For a complete insight into the OKR Methodology, take a look at my Jedi guide to Objective and Key Results<\/a>.<\/p>\n <\/p>\n <\/p>\n The COVID-19 Pandemic, in 2020, forced employees and employers to review the organizational structure. On the one hand, workers were forced to stay at home, changing habits and living environment<\/strong> by virtue of their work. On the other hand, companies have had to quickly adapt to the context of a ‘virtualized’ workforce.<\/p>\n And what happened then? The adaptability of the most flexible and more ready-to-change<\/strong> organizations, together with the use of ad hoc business management methodologies, has meant that the trend has become the new status quo.<\/p>\n 74% of the CFOs of medium-large companies hope that some employees will continue to work remotely even after the pandemic emergency is over. For their part, workers have experienced the possibility of saving time\/money<\/strong> when traveling and commuting, with benefits also for the environment.<\/p>\n All easy, then? Not really, because remote teams and ‘distributed’ companies are facing new problems, a direct consequence of structural change.<\/p>\n <\/p>\n <\/p>\n But what are the obstacles that companies and organizations have to face in the restructuring process linked to Remote Working? Let’s see the main ones.<\/p>\n Communication in Remote Working is at risk of short circuit: the single control unit is replaced by hundreds of small electric generators. Let’s imagine these generators in the shape of silos, each of which contains information and process portions. What happens if they remain disconnected from the network? It happens that despite producing energy, they will not shed light where required. Similarly, if the Remote Team finds interruptions on the communication line it disconnects from the network and remains somehow isolated.<\/p>\n When disconnected, the chances of being misaligned increase. This is what happens to remote teams that lose sight of strategic objectives and direction, with (negative) consequences on productivity and inter-team collaboration.<\/p>\n When employees and co-workers are not physically in the workplace, it is more difficult for them to make themselves visible. The sense of isolation can make room for the much worse estrangement: the individual feels detached from the organizational process. In addition to the sense of frustration, there is the fear of being out of sight and of having no chance of career advancement.<\/p>\n Short of communication, misaligned, and poorly recognizable, the employee loses the motivational drive and ends up wondering if an OKR goal is really worth achieving.<\/p>\n <\/p>\n <\/p>\n So far the problems. Now the solutions, or at least one of the possible solutions: the OKR framework. Why do I consider this method valid in managing teams remotely? Because it’s a scalable goal alignment and tracking system<\/strong>.<\/p>\n Alignment and monitoring: two of the criticalities encountered in Remote Working. The system is based on objectives and key results, on the other hand:<\/p>\n If we take the factors of transparency and communication for granted, with regard to objectives and results, we are making a mistake. Suffice it to say that even in non-remote, traditional environments, it is difficult to identify priorities and responsibilities.<\/p>\n Not surprisingly, a 2015 London Business School survey based on 11,000 executives, managers, and leaders of over 400 organizations is cited by many, which produced very indicative statistics:<\/p>\n The characteristics of the OKRs make it possible to prevent this situation since the corporate communication is clear and the approach stages measurable. That’s why the OKR method helps remote teams communicate more effectively<\/strong> while staying aligned on goals and priorities.<\/p>\n <\/p>\n <\/p>\n In a world that changes twice as fast, you need an equally fast and adaptable management methodology. Flexible organizations<\/strong> with agile and adaptable structures have an important competitive advantage. To meet the need for innovative solutions<\/strong>, faced with unknown problems, we need the ability to restructure processes and even the business model. Whoever does it first and best, wins!<\/p>\n <\/p>\n The OKRs are set up on a quarterly basis, in general. Every week the Teams, even those remotely, check for the evaluation of the state of events and progress. This means that the learning process is rapid<\/strong> and that you can promptly intervene in areas that need improvement.<\/p>\n <\/p>\n <\/p>\n “If you tell everyone to march towards the center of Europe and some go towards France, others towards Germany and still others go to Italy, this is not good. Not if you want them all to go to Switzerland \u201d.<\/em> So Jim Lally<\/a>, former manager of Intel, explained to John Doerr the importance of management.<\/p>\n <\/p>\n In remote work, above all, people need to have a clear and unambiguous direction<\/strong>. To avoid the silo effect and keep morale and productivity high. The OKR framework was created with the intention of tracing the final direction<\/strong> (Objective): the route on which to set the stages.<\/p>\n <\/p>\n <\/p>\n As priorities are established, teams and individuals have an opportunity to evaluate which activities to undertake and which to leave alone.<\/p>\n <\/p>\n The decision-making phase is facilitated by the set OKRs and the Team saves the time dedicated to discussions. If the activity is functional to achieving the goal<\/strong>, it is performed, otherwise, it is abandoned.<\/p>\n <\/p>\n <\/p>\n The OKRs have a democratic soul. The initial definition part is shared by teams, even remotely. Employees and collaborators can make their own contributions<\/strong>, in the form of solutions to identify possible areas for improvement. The amount of good ideas that can arise from this confrontation phase is often surprising.<\/p>\n If people are committed to goals, they have stronger motivational drives<\/strong> to make their input. When OKR goals are shared and transparent, when key outcomes are measurable, teams find new meaning in their effort.<\/p>\n <\/p>\n <\/p>\n One of the most pressing problems for managers in managing remote teams is the loss of control. The feeling of not having the pulse of what people are doing remotely can cause hasty decisions<\/strong>. Conversely, knowing that the team works on the right, functional things and that it is ready to adjust the shot independently allows you to breathe and have time for strategic decisions.<\/p>\n <\/p>\n Key findings help evaluate what brings results and what creates value<\/strong>, so it’s easy to understand if people are doing right and following the set course.<\/p>\n <\/p>\n <\/p>\n As a smart framework<\/strong>, i.e. an agile, resilient system based on measurable milestones, OKRs can be implemented in remote work with a method that is both uniform and flexible.<\/p>\n If we wanted to standardize as much as possible, these are the steps necessary for the introduction and efficiency of OKRs in ‘widespread’ organizations.<\/p>\n <\/p>\n <\/p>\n First of all, everyone should understand what OKRs are and why they are important in organizing and managing teamwork. Highlighting the benefits increases the team’s self-esteem and raises the engagement rate<\/strong>. If people do not understand the methodology and do not feel involved in setting up the OKRs, it is unlikely that the Team will be able to progress and improve.<\/p>\n <\/p>\n <\/p>\n During the first phase, in addition to the collective involvement, remember to plan one-to-one<\/strong><\/em> meetings. The purpose, in this case, is not to set up the OKRs but to collect the various opinions on the areas of collective growth and on the individual possible contributions.<\/p>\n Some questions help release constructive thinking:<\/p>\n What matters in this passage is that no one feels judged<\/strong>: there are no wrong answers, no right answers. Each idea is as good as the others, but since choices are necessary, some proposals are more appropriate than others.<\/p>\n <\/p>\n <\/p>\n Once the right ideas are on the plate, it is time to decide the areas in which to intervene, setting clear, shared, and stimulating goals.<\/p>\n The Objective in OKRs is the starting and ending point of the entire system.<\/p>\n On the basis of the objectives, the key results that define it will be identified.<\/p>\n Each Key Result is SMART, that is:<\/p>\n S = Specific<\/strong><\/p>\n M = Measurable<\/strong><\/p>\n A = Achievable<\/strong><\/p>\n R = Relevant<\/strong><\/p>\n T = Time-bound<\/strong><\/p>\n This is a crucial stage and as the OKRs indicate the medium to long term direction<\/strong>, their definition requires patience. Let Remote Teams familiarize themselves with the objectives and have their say on the key results.<\/p>\n Several video call meetings can also be used, but if the OKR framework is set up right from the start, the process will then go smoothly.<\/p>\n The organization based on Remote Team will quickly benefit from an increase in productivity, linked to efficient communication and a strong motivational drive.<\/p>\n <\/p>\n <\/p>\n The ideas were expressed in the form of objectives, the objectives generated the milestones of definition. And now?<\/p>\n The execution phase for the OKR framework provides for a fractionation on a basis for monitoring and settlement<\/strong>. The starting situation is clear to everyone: each member of the Remote Team knows not only the expected results but also roles and responsibilities.<\/p>\n During the weekly meeting<\/strong>, the Team checks in which the answers to the following questions are sought:<\/p>\n During the weekly OKR meeting, people report what they did, what challenges they faced, what kind of lessons they learned from it, and what they will work on next.<\/p>\n <\/p>\n <\/p>\n At the end of the quarter (Quarter) the OKR Review is one of the most precious moments of the entire system.<\/p>\n Learning aimed at constant improvement and value creation<\/strong> is the goal of the OKR framework. This doesn’t mean that percentages and numbers don’t matter, but if the Remote Team has gained new knowledge and found innovative solutions, you will note that milestone as a success.<\/p>\n The lessons learned count towards a change of mentality<\/strong>: every innovation generates advancement and progress and the knowledge deriving from it is put to good use in the next Quarter.<\/p>\n <\/p>\n <\/p>\n In my opinion, the new mindset<\/em> for implementing the OKR framework in Remote Working necessarily involves overcoming the following traditional legacies.<\/p>\n <\/p>\n <\/p>\n Too many Objectives and Key Results risk overwhelming individuals and teams. The reason? Simple! Focusing on priorities becomes difficult when efforts are dispersed on multiple fronts<\/strong>. Depending on the goals and the size of the team, 2-3 OKRs are already a sufficient number.<\/p>\n <\/p>\n <\/p>\n <\/p>\n No room for interpretation! The OKR method is democratic<\/strong> in the setting phase, but once the Remote Teams agree on key objectives and results, absolute clarity prevails. The transparency of OKRs also affects roles and responsibilities: each member and each team, while moving independently, knows perfectly well that their output is connected to that of others.<\/p>\n <\/p>\n <\/p>\n Objective (O) is engaging in the definition phase and by intrinsic characteristic. I’ll explain.<\/p>\n When you set goals, remote (and non-remote) teams have a say, by experience and competence, that is, they are involved in the setting phase<\/strong>. Otherwise, they may not understand the usefulness of the mission and commit little or badly (for example, wasting energy on irrelevant results).<\/p>\n The goal is also engaging in its quality: the OKR methodology in fact provides challenging objectives<\/strong> (ambitious goals), inspirational (aspirational), and able to bring out the best in each individual.<\/p>\n <\/p>\n <\/p>\n <\/p>\n Every single Key Result must be measurable, just like a KPI (Key Performance Indicators<\/a>) must be. If it isn’t, you’re not tracking the results, but you’re probably just managing the project’s tasks.<\/p>\nOKR what are they and why are we talking about frameworks?<\/h2>\n
What are OKR goals?<\/h3>\n
What are the key findings in the OKR method?<\/h3>\n
Is the OKR framework the best for Remote Working?<\/h2>\n
4 obstacles in Remote Working<\/h3>\n
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<\/strong><\/li>\n<\/ol>\nOKR framework: 5 advantages for Remote Teams<\/h2>\n
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1. The OKR framework is resilient<\/h3>\n
![\"evolution](\"https:\/\/lucianocastro.com\/wp-content\/uploads\/2022\/03\/resilienza-evoluzione-OKR-300x234.png\" "\\"\\"")
<\/p>\n2. OKRs give direction<\/h3>\n
![\"objectives](\"https:\/\/lucianocastro.com\/wp-content\/uploads\/2022\/03\/direzione-obiettivi-OKR-300x288.png\" "\\"\\"")
<\/p>\n3. OKRs are agile<\/h3>\n
![\"okr](\"https:\/\/lucianocastro.com\/wp-content\/uploads\/2022\/03\/metodo-okr-agile-300x214.png\" "\\"\\"")
<\/p>\n4. The OKR framework motivates the team<\/h3>\n
![\"OKR](\"https:\/\/lucianocastro.com\/wp-content\/uploads\/2022\/03\/motivazione-OKR-300x214.png\" "\\"\\"")
<\/p>\n5. OKRs help the manager in decision control<\/h3>\n
![\"OKR](\"https:\/\/lucianocastro.com\/wp-content\/uploads\/2022\/03\/manager-priorita-decisionali-OKR-300x282.jpg\" "\\"\\"")
<\/p>\nHow to implement OKR framework in Remote Working<\/h2>\n
1. Introduction to the OKR methodology<\/h3>\n
2.\u00a0\u00a0\u00a0\u00a0\u00a0 Brainstorming OKR<\/h3>\n
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3. OKR setting in Smart Working: Goal-Setting<\/h3>\n
4. Best practice for OKR execution<\/h3>\n
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5. OKR review and learning<\/h3>\n
![\"OKR](\"https:\/\/lucianocastro.com\/wp-content\/uploads\/2022\/03\/Implementazione-OKR-Remote-Team-300x169.png\" "\\"\\"")
<\/p>\nOKR framework for Remote Teams: 5 mistakes to avoid<\/h2>\n
Too many OKRs<\/h3>\n
![\"Less](\"https:\/\/lucianocastro.com\/wp-content\/uploads\/2022\/03\/Less-is-more-300x169.png\" "\\"\\"")
<\/p>\nUnclear objectives<\/h3>\n
![\"together](\"https:\/\/lucianocastro.com\/wp-content\/uploads\/2022\/03\/together-as-one-300x169.png\" "\\"\\"")
<\/p>\n\u00a0<\/h3>\n
Non-engaging objectives<\/h3>\n
![\"GET](\"https:\/\/lucianocastro.com\/wp-content\/uploads\/2022\/03\/GET-INVOLVED-300x169.png\" "\\"\\"")
<\/p>\nKR not measurable<\/h3>\n
![\"If](\"https:\/\/lucianocastro.com\/wp-content\/uploads\/2022\/03\/If-you-cant-measure-it-its-not-a-result-300x169.png\" "\\"\\"")
<\/p>\n![\"3P](\"https:\/\/lucianocastro.com\/wp-content\/uploads\/2022\/03\/3P-check-OKR-300x169.png\" "\\"\\"")
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