OKR target management: OKR promotes enterprises to reduce costs and increase efficiency, and enhances the role effect.
After the digital transformation, the organization places great emphasis on role-oriented, while traditional organizations pay more attention to the scope of positions and responsibilities due to the division of labor. The difference between role-based and post-based is to break the traditional functional boundaries and enhance the collective consciousness through role-playing, and to be free from passive to active, from implementation to participation, from focusing on local to focusing on results.
The introduction of OKR tools can transform the traditional job responsibility system into a role-based team, which comes from a high-intensity sense of purpose, and challenging goals cannot be quickly achieved through the traditional division of labor and functions.
The individuals in the organization are in different environments, under continuous training and guidance, and the formation of behavioral habits, in the traditional organization to decompose the business objectives layer by layer, to carry out strong KPI assessment for individuals, for each position for a detailed description of the function, coupled with the employment system of the transaction principle, the formation of the current scene in most organizations.
That is, individuals are more concerned about personal interests and gains and losses, individuals are unwilling to continuously improve labor skills for the long-term development of the organization, the trust between individuals and organizations is very low, there is a high turnover rate and high mobility, and the organization is not willing to spend time and energy to train employees to develop new skills, etc.
From another point of view, the formation and assumption of pressure is also the best of team behavior habits, and the pressure of traditional organizations is decomposed and transmitted layer by layer, which eventually leads to the concentration of pressure in the middle layer of the organization, and the responsibility with a strong sense of boundary continues to amplify and pass the pressure downward. The teams that implement OKR use OKR tools to complete team training and collective pressure, and form collective personality and individual roles.
We have sorted out and completed the upgrade iteration from intelligence to role through the introduction of OKR tools, and now we have summarized several links for reference only.
First, OKRs co-create consensus on challenging goals, using a combination of top-down and bottom-up, challenging and difficult goals, which are shared by team members, common breakthroughs, and common results;
Second, the formulation, implementation, evaluation, improvement, focus, and collaboration mechanisms of OKRs are training individual creativity, imagination, initiative and enthusiasm, and generating a sense of self-accountability.
Third, the review and iteration of OKRs, trial and error updates, logical deduction, value evaluation and value distribution are evolving the pressure and training methods into value-output-oriented and process-oriented role-based thinking. OKR Objective Management Method