{"id":39511,"date":"2021-07-19T07:00:37","date_gmt":"2021-07-19T05:00:37","guid":{"rendered":"https:\/\/strtgy.design\/articles\/launch-okrs-before-your-competitors\/"},"modified":"2021-07-19T07:00:37","modified_gmt":"2021-07-19T05:00:37","slug":"launch-okrs-before-your-competitors","status":"publish","type":"post","link":"https:\/\/strtgy.design\/en\/strtgy-notes-en\/launch-okrs-before-your-competitors\/","title":{"rendered":"Launch OKRs before your competitors"},"content":{"rendered":"

Hey, happy Monday!<\/span><\/p>\n

I decided to write a book together with you….<\/h2>\n

A book about OKRs. A book that it is high time to write. <\/span><\/p>\n

Finally in Italy, the topic is spreading, thanks in part to the great outreach work being done by Luca Barboni, who is using them effectively and talks about them often in his live shows on <\/span>Twitch<\/span><\/a> e <\/span>YouTube<\/span><\/a>, to Matteo Sola and Francesco Frugiuele’s beautiful book <\/span>“OKR Performance” published by AYROS.<\/span><\/a> which I recommend, and to many fine professionals who add their voices to the conversation.<\/span><\/p>\n

I have read a lot about OKRs. Maybe too much. You probably have too. <\/span><\/p>\n

We know when they were born.<\/span><\/p>\n

Who invented them.<\/span><\/p>\n

We know that they work. <\/span><\/p>\n

We know about the history of Google, the example of the football team and the (beautiful) one <\/span>of Noah’s ark<\/span><\/a>… <\/span><\/p>\n

In the end, it seems all it takes is one goal and three key outcomes each and it’s done: we’re using OKRs!<\/span><\/p>\n

OKRs are easy only on other people’s companies…. <\/span><\/p>\n

But it is on ours that they become incredibly complicated.<\/span><\/p>\n

The reason for this difficulty is because OKRs are a strategic tool unheard of in organizations as we know them today. <\/span><\/p>\n

You cannot open up an old institutional presentation, copy the vision from one slide, the mission from another (assuming they are there and make sense), nor can you take the annual budget, the budget estimate, the business plan or the managers’ bonus and try to decline key objectives and results by simply pasting the same numbers into a different table.<\/span><\/p>\n

Those who decide to adopt OKRs are deciding for the sake of their company (or project) to start working in a radically different way. Faster, more effective, more motivating, more ambitious, more practical, more transparent, more honest, more innovative, more strategic. <\/span><\/p>\n

Think of all the time invested to date in reading articles, books, or watching YouTube live streams-where has it gotten you?<\/span><\/p>\n

They just tell you the end of the story.<\/span><\/p>\n

Of when everything became clear. <\/span><\/p>\n

Of when negotiations with teams are concluded. <\/span><\/p>\n

Of when the results are in and you can finally show a nice graph.<\/span><\/p>\n

But what is in between theory and practice?<\/h2>\n

What does that no-man’s land full of inclusive meetings, messy spreadsheets, demotivation and a sense of inadequacy look like? <\/span><\/p>\n

The book I want to write with you will talk about exactly how to deal with this.<\/span><\/p>\n

Of a method, step by step, by which it will be possible to implement this powerful methodology, in less than 90 days.<\/span><\/p>\n

It will not be a book for everyone. <\/h2>\n

It will be a very specific book.<\/span><\/p>\n

It will be designed for those who are really determined to use OKRs and become, or identify without fail, the<\/span>Executive Sponsor<\/b> o <\/span>OKRs Champion<\/b> who will be able to act as an internal Coach and make sure the project takes off smoothly.<\/span><\/p>\n

It will provide clear and practical guidance on how to <\/span><\/p>\n