Why is focusing on the result important?
Here we will make a small detour and remember that OKR is intended for focused, coordinated, and flexible movement of the company and teams in implementing strategically important changes. OKR is usually used in the area of uncertainty, experiment, where it is necessary to reach a new level or do what has not been done before. For this, it is necessary to look 'beyond the horizon' and form an image of the desired result to then look for ways to achieve it. That is, the team needs thinking oriented towards business results, towards the future.
What happens when the team describes the desired result in terms of steps, tasks, and measures progress by the degree of their implementation? Process-oriented and past-oriented thinking is activated.
With such an approach, we think from our existing experience and describe actions we understand. But then the result we will get will correspond to our current understanding. This will not lead to a breakthrough, to a significant increase. Moreover, completing all tasks may not lead to the desired business result and even the opposite!
Let's return to our example with the blog and imagine that all steps are completed - articles are being published with a set regularity. But for example, writing articles is entrusted to people who write illiterately or provide incorrect information. Will this lead to the ultimate goal - increasing sales? Obviously not! And if you don't have a metric for the result itself - then you won't be able to track and take timely action, but will continue to rejoice at the 'green' cells in your OKR progress measurement table!How does result-oriented thinking work?
We ask ourselves the question - what do we want to achieve by the chosen time? Why is this important, how will it lead us to achieve strategic goals, implement our vision? Why is it important to focus on this right now?
This gives birth to the understanding of the Objective - which we try to formulate clearly, concisely, and inspiringly not only for ourselves but also for our colleagues.
And how can we track whether we are moving towards that goal or not? What could be the evidence of our success? What result would be the best for us? What metrics can we use to measure progress in its achievement?
Thus, we define the Key Results of achieving the goal.
And only then do we start to think - what actions can lead to these results? Since we have set a 'stretch' goal and still do not have clarity on how to achieve it, tasks are an area of experiments. And that's why it's so important to regularly track - do these actions lead to the required result or not? And change actions!That's why the logic of forming OKRs is built in this sequence:
- Strategic goal
- Objective for the selected period, which brings closer to the implementation of the strategic goal
- Key Results, which measure progress in achieving the Objective
- Actions, tasks that need to be done to achieve the results.