Implementation

The Executive team set the top-level OKRs. The next level down uses top-level OKRs as reference for their OKRs (they need to help achieve it) Over 50% bottom-up but also some top-down. All OKRs must be agreed upon by the direct supervisor and employee Periodic (e.g. per quarter) They are measured at the end of the period, and the cycle restarts.

Top-down Fosters alignment, involving quick planning Bottom-up Drives engagement and motivation, requiring little coordination Bi-directional Middle ground

Ratings

They are big, not incremental - we don’t expect to hit all of them. (If we do, we’re not setting them aggressively enough.). Google grades them with a colour scale to measure how well they did:

Each KR must have an owner, a person who is responsible for measuring it and delivering it.

Metric Achieve X Maintain between X and Y To Do % Progress (Not started / Completed) Jira Issues (Static or JQL) Count (% Progress) Average or Sum of a field (%)

Objective Rating is based on KRs Each KR has a weighting

Roll out checklist