Throughout the conversation, Brett shares insights and practical advice on leveraging AI and large language models like ChatGPT to enhance strategy execution.
We take our responsibilities as OKR-Thought-Leaders as seriously as our role as Consultants and Coaches.
We have published over 700 YouTube videos, 500 hours of training videos, 1,000 blog posts and 250 podcasts.
OKRs, aided by Microsoft's Viva modules, streamline strategy execution, enhance performance, and boost employee retention, making goal attainment systematic, efficient, and effective.
Executing a successful OKR pilot involves agreeing on objectives, selecting participants, planning and running the pilot, and assessing outcomes. And remember to declare victory!
OKR Pilots: A balancing act. Pros: early adopters, best practices, lower risk. Cons: limited representation, collaboration challenges, triviality. Learn and adapt.
Happy employees are more productive - this is especially true if they find their work meaningful. Viva Goals combines meaningfulness and business goals with efficiency and optimized processes. This is how you sustainably improve the employee experience.
ESG is becoming a regulated requirement - but it is just a category of OKRs within your OKR structure. This video explains the mechanism behind measuring ESGs through OKRs
In this series of videos I'll walk you through where that misinformation came from, why it is wrong, why you should include OKRs, and how to include OKRs
2023 promises to be “interesting times” based on are turbulent political, economic and operating environments, combined with the uncertainty/unpredictability of the impacts we will be experiencing.
This vlog looks at Key Result target options and makes an interesting recommendation.
Here are some nifty tricks and ideas for running a virtual Quarterly OKR refresh meeting.
This is an Executive Summary of the Quarterly (or as needed) OKR Refresh process.
In this article, we introduce you to our proposed broader model for how to assess the capability/readiness of your organization's OKR approach
OKRs and Financial Planning are two sides of the same coin.
Successful strategy execution requires more than strategic objectives and priorities. More than glossy diagrams... it requires a Strategy-Execution Roadmap (which will later inform what we do, our OKRs, and the Modern Management System). We will call this the “Strategic Framing” – like the framing for building a house. It is the framing that determines the overall structure, but all the details – wiring, plumbing, heating, windows, etc. still need to be added.
In this article, we are primarily focused on the aspects of our new ways of working (web-meetings, WFH, etc.) related to the organization and personal performance
In this article we share what scientific research says about the root causes and underlying psychology of these symptoms
The Seven Elements of Performance-Related "Work From Home Fatigue"
Implementing OKRs (Objectives and Key Results) is tough, as they are the convergence of corporate strategy, personal ego, and a healthy mix of Maslow's hierarchy of needs, so take it in small steps.
Culture is one of the key drivers of organization success - yet it is considered a nebulous mix of ideas, actions, and events.
Clear roles and responsibilities are a critical success factor for any strategy. Without them, activities can quickly derail and stakeholders are left trying to pick up the pieces.
OKRs (Objectives and Key Results) are all about measurement of performance and meeting objectives. They are a company’s best ally in the search for success. But if we set OKRs arbitrarily without specific Objectives and/or Key Results, we’d just end up with incomplete results and won’t be able to measure their impact on our organization.
OKRs create a culture and mindset around the importance of performance and the web of interconnectedness between every department, team, and, eventually, person. Every successful OKR implementation will naturally seak the membership of every person.
Organizations are suffering from ever increasing employee dis-engagement, turnover, lost productivity and customer dis-satisfaction. Research indicates that this engagement issue is costing us over 100% of our base salary cost per year!
Management is not what it used to be - you are now dealing with more different things at a faster rate than at any time before. No wonder you feel stressed!
"surrogation" - confusing what's being measured (the 'O') with the metric being used ( the KRs).
80% of the benefits that OKRs (Objectives and Key Results) generate come from the conversations that they trigger.
Strategy is all about guiding the choices of the organization - and so prioritization seems to be a key component of the conversation, yet there have been a number of heated debates about the value of prioritizing Strategic Goals.
Building awesome OKRs will not drive business success without the right culture within your organization.
Employee performance metrics are fundamental to see how employees are executing their job. This is a quick overview of best-practices.
Using PowerPoint in your Performance Meeting is like driving through the rear view mirror......but all you can see is outdated still photos!
We now need to integrate this new best practice around measuring environmental and societal business impacts with the third "bottom-line"... business success. Best practices on measuring business success comes from the Balanced Scorecard body of knowledge. This article is the first step in that journey.
Sustainability is different from the rest of our business in that there are well-defined goals that we need to achieve.
There are basically four zones of influence an organization has on sustainability in the world.
\The Sustainability Scorecard we integrate the goals from established sustainability frameworks, such as B-Corp, UN's SDGs (Sustainability Development Goals), GRI (Global Reporting Initiative), SASB, etc. with the organization's strategic goals to create a Sustainability Strategy Map and scorecard.
KR is that they are the results of the activities that are done within the organization towards the related Objective, so if the related activity is done by a team, the KR should be associated with the team, not any one individual. We call this a shared KR.
Reporting performance is getting tougher and tougher...as we learn more and more.