OKRs for All

CHAPTER 22Key Roles in Getting Started with OKRs

For OKRs to drive growth throughout the organization, there are several key players who need to be invested in their success. Here, I outline the broader set of stakeholders, and then dig in on five specific roles: The executive sponsor, the OKR champions, the team managers, the individual contributor, and the HR leader.

First up is the executive sponsor, who is integral to a successful OKR program. This is the leader who understands that OKRs can be a wind of (positive) change in their organization, works to make sure other leaders see this vision, and communicates regularly with the OKR champion to make sure the leadership team is providing the guidance and reinforcement necessary to embed OKRs in the DNA of the organization.

The CEO or department leader, whether they are the sponsor or not, will drive buy‐in on the value of OKRs and set the tone by drafting organization‐wide OKRs and ensuring clear and actionable priorities are defined, at the business level.

The strategy and operations leader (often a COO or CSO) is responsible for change management and operational efficiency, including strategic alignment, across the organization.

The human resources executive (often a CHRO within enterprise companies) is responsible for buy‐in on the value for employee engagement, and is able to articulate the relationship to performance management and compensation. The next fundamental role is the OKR champion, who is the point of contact ...