The bureaucratic organizational structure and management model have existed for a hundred years. With the rise of individual consciousness, as the Z era enters the workplace, as the black swan incident continues to occur at a high frequency, organizations need to find new management models and management models oriented to the VUCA era. Organizational form, please follow the latest column of 36Kr “Future Organization” to jointly explore and discover the direction and method of organizational evolution, and build future-oriented organizational capabilities.
OKR seems to be particularly popular this year. I have communicated with some companies that want to introduce or have introduced OKR, and I feel that there are four main reasons:
One is foreign style . As a management tool, I feel that KPI and BSC are the methodology of the last century. How do we show that our company is advancing with the times? How do we show that we have high-tech genes and the pursuit of exponential growth? We use OKR!
The second is the pattern . In the process of promoting OKRs in China, almost all emphasizes the “bottom-up” point. It seems that as long as OKR is used, employees will have channels and opportunities to speak out. It seems that the company respects humanity and has the possibility of becoming a beautiful organization. .
The third is flexibility . The business environment is becoming more and more VUCA, which is a test of insight and adaptability. What if the leadership makes a mistake? OKR can not only partially utilize the collective wisdom of “three heads , one Zhuge Liang”, but also can gather everyone to take detours together without complaining, why not do it?
The fourth is height . “OKR is used to lead, not to achieve!” Isn’t it possible to shoot a high target reasonably and legally without accepting rebuttal? !
Of course, I hope that the reasons I wrote are just a few examples, but they happened to be met by me; it’s best to be a joke, to add a little spice to our ordinary work. However, even in these few days, when I asked a HR friend who eagerly asked me about the progress of OKR implementation a month or two ago, she said: “The limelight has passed, the performance pressure has temporarily eased, and the OKR campaign has come to an end.”
The person who said it felt helpless, and the person who heard it felt like a joke, but this kind of “shortcut + exercise” type of organization construction is indeed not a few examples. Many leaders still expect a “magic bullet” can make the pain medicine to cure the patient organizations, Cherish rejuvenation, still feel “style all their own” can win a fluke.
In fact, many times we have seen the appearance of individual companies’ OKRs “covering all diseases”, but we have not seen the efforts made by others to continuously “practice internal skills” for OKRs. In other words, the reason why one’s OKR is “unacceptable” is because it didn’t really spend time and energy to cultivate fertile soil and water for OKR’s landing.
OKR, as a tool that mainly solves goal management and communication, cannot replace many basic organizational skills. If you don’t practice these basic skills well, OKR is like building a tower on the sand.
First, OKR cannot replace the high-quality thinking and insight of leaders
OKR does a good job, inseparable from a full understanding of the external and internal environment, inseparable from the short, medium and long-term planning and layout of the company’s development under the guidance of mission and vision, and also inseparable from the makers’ thinking mode, unique experience and professionalism Ability etc. It is precisely these things that make your OKR may also be different and outstanding, and it may enable you to break away from the numerous and complicated phenomena and problems, and make correct analysis and judgments.
Some people may say that OKR is not created by the team? Why must we deliberately emphasize the quality of leaders’ thinking and insight?
Because co-creation requires input. Although input can come from everyone, in a society with a high power distance like China, leaders often have more internal and external integration information, and even knowledge. There is an English proverb called “Garbage In, Garbage Out (GIGO)”, which translates into Chinese means “useless input produces useless output”. If leaders cannot set an example from reality and vision, and cannot carry out high-quality in-depth thinking, then a group of people is not “co-creating”, but “coaxing.”
And if the quality of the thinking and insight of the leader is not good enough, he will not be able to sincerely listen to, identify and accept different opinions and suggestions, let alone stimulate each other to generate new ideas.
Of course, it’s okay to use OKR framework for leaders who love to make decisions too much, and those who can delay too much decision-making, can use the framework of OKR to a certain extent, so that it is easy to integrate ideas, thinking and judgments. Collected into goals and key results, and then form a common language.
Second, OKR cannot replace basic but necessary management actions
Many people know OKR has made Google and Netflix, and it was after a lot of use Silicon Valley start-up companies jump jump To test, not to mention looks like this tool is actually so simple.
However, if you think that just writing OKR will be all right, then you will ultimately stay at the level of OKR components. OKR has appeared in CP shape together with CFR from the beginning. Companies that only introduce OKRs without emphasizing CFR are taking shortcuts, taking shortcuts, and playing rogues.
CFR is the abbreviation of English Conversation + Feedback + Recognition, which is the dialogue, feedback and recognition required in employee communication management. Of course, this requirement applies to everyone, but managers often ask to take the lead.
Without the ability of CFR, first of all, good OKRs cannot be produced, because without the co-creation quality of in-depth discussions, they can only become notifications and sales after a brief talk; secondly, the large amount of weekly progress, monthly calibration, and quarterly progress required by OKRs The replay is also impossible to implement, so there is basically no way to reflect the characteristics and principles of FACTS emphasized by OKR.
Third, OKR cannot replace a specific department or project action plan
Many people have misunderstandings and errors on this point on a practical level. Misunderstandings are mainly reflected in the writing. After writing the exciting goal O, the key result KR is written in two forms. For the convenience of understanding, I call it “how to measure KR” and “how to achieve KR”. The specific writing is “how do I know that I have achieved the goal” and “how can I achieve the goal”.
“How to achieve KR” can also be called “milestone KR”, that is, when to complete something. Many people think this is an action plan, but it is not. Milestones can be understood as large phased tangible deliverables. Several action plans can form a milestone. Therefore, there is no way to replace specific action plans with milestones. Of course, writing KR with metrics requires even more action plans.
Companies that implement strict OKRs will generally review the progress of KR at the weekly meeting. This can be part of the process but it doesn’t need to take too much time. There are two reasons: one is that whether there is a significant change in the result may mislead the action; the other is that the temporary quality of the result may not fully explain the problem. At the weekly meeting, what should spend the most time watching together is actually the progress and effectiveness of the consensus and resource-invested action plan: Has it started? What did you find? Do you want to adjust? What kind of help is needed, etc.
In sharp contrast to not writing an action plan, the OKR is directly written as an action plan, with no details and all aspects. There are many reasons for this phenomenon. It is likely to be the company’s system and cultural orientation (for example, recognition of hard work instead of credit), or the ability of the writer. The most direct way to change this situation is to improve OKR The depth of thinking and insight of the co-creators and the quality of CFR.
Finally, and most importantly, OKR cannot replace the performance appraisal system
There is always an experience in various books introducing OKR experience at home and abroad that “OKR is not linked to performance appraisal, especially not linked to salary”. But Chinese people often don’t believe it and are not tied to performance. What is my starting point? How can I motivate everyone to achieve OKR metrics?
First of all, OKR is not a measure, it is a key result. Indicators can be used to measure, but the results are actually used to strive to achieve. Excessive emphasis on the role of measurement will make employees have concerns and compromise on the challenge of the target; secondly, it is not you to motivate everyone, but everyone is motivated by their own OKR to continue to move forward and challenge higher. Don’t underestimate people’s self-drive (internal motivation). Once self-drive is stimulated, its effect is far beyond the reach of external drive. This is the difference between “I want to do” and “Take me to do”. Evolving KR from a key result to a measurement index will reduce the management difficulty, but the management effect may not be improved.
So what is the relationship between OKR and performance appraisal? In the original words of Andy Grove, “OKR is not a legal document used as the basis for performance evaluation, but should only be used as an input to determine the performance of individuals.” From a practical point of view, we should also avoid Directly take the OKR score or completion degree as input, but the business impact of each person after the completion of the OKR should be used as the input of the performance appraisal, and then the evaluation result will be generated. “The relationship between OKR and performance appraisal is loosely coupled.”
At this point, a new problem may arise. If there is no direct relationship between OKR and performance appraisal, how should I perform performance? Therefore, the performance appraisal or even the performance management system itself has not been done well, and I want to find a substitute to bypass the immediate obstacles. This is why ” ten OKRs, nine are back to KPIs ” (please refer to this article).
The above are the four basic organizational skills that I think are easy for companies to make mistakes but difficult to replace in the process of introducing OKRs. To avoid making OKR a superfluous management burden, and to solve the problem of inadequacy in the process of OKR landing, truly using OKR as a tool to drive business and organizational collaboration, you cannot bypass these seemingly clumsy but very essential basic organizational skills problem.
So what should be done?
First of all, from the conscious level, leaders must know and respect that the organization is a dynamic and complex social system . Therefore, many linear and short-term causal relationships are not applicable. Instead, they should think more about the causes of organizational structural disorders from the perspective of system theory. Where, how do various elements affect each other, and how to implement leverage solutions, etc.
Secondly, grasp the implementation of tools and pay more attention to system efficiency. Take the OKR tool as an example. Behind it is the strategic collaboration and performance management system in the organizational task collaboration system. The key measures to consolidate the strategic coordination and performance management system through OKR may include:
The senior management team should do a good job of strategizing (refer to the article “Fang Shengtao: How to Strategizing the Senior Management Team?” ), and collect and express it through tools such as OKR (or OGSM);
Daily through high-quality dialogue, feedback and recognition (CFR) to ensure the implementation progress and quality of the action plan, timely align the impact of environmental changes, and carry out necessary OKR and performance evaluation indicators (especially organizational performance) iteration;
Through regular strategy-organizational collaborative review, team learning is carried out to level organizational consensus and promote organizational evolution.
Third, continue to shape an open, transparent, co-creative, and generative corporate culture. Because only in openness, transparency, and co-creation, can immediate or potential problems be exposed, better ideas have opportunities to be continuously stimulated and emerging, business development has the possibility of exponential growth, and organizations can achieve team learning and Collective evolution. Only in the process of openness, transparency and co-creation, each employee can more clearly know which direction the organization is heading, what they can contribute, and how to achieve self-transcendence in the process…
If it affects the whole body, the organization construction is not only surprising, but also upright. If we are ready to start the journey towards a beautiful organization, then please keep going.
Posted by:CoinYuppie，Reprinted with attribution to:https://coinyuppie.com/other-peoples-okr-can-cure-all-diseases-why-is-your-okr-unacceptable-future-organization/
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