OKRs for All

PART IIIRunning the Business with OKRs

The ability to structure, define, and align your OKRs is the first part of the equation. OKRs are intended to be a catalyst for powerful conversations, and those conversations need to happen on a regular basis. This is where so many companies fail to implement OKRs effectively. In order for OKRs to stick, and stick for everyone, they need to be central to how you operate and how you execute.

Part III provides a detailed playbook outlining the cadence and rhythms that will keep your business moving forward by leveraging your OKRs.

Remember that the preceding blueprint and the following guide are designed to create a system that makes OKRs stick. Without the right cadence and rhythms, your OKRs will not have the high impact they can.

If you're an executive leader reading this, my hope is that it will be a valuable guide to how you can foster and cultivate a culture of transparency, focus, agility, and continuous learning using OKRs. If you're a departmental or team manager, this will help create the systems by which your team operates with a deep sense of purpose and focus on the top priorities.