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Chapter 5 of "Measure What Matters" discusses the concept of Objectives and Key Results (OKRs). It explains how traditional Management by Objectives (MBOs) had limitations such as slow implementation, stagnation without frequent updates, and discouragement of risk-taking due to salary ties. The chapter then introduces OKRs as a more dynamic, flexible, and risk-encouraging alternative to MBOs. OKRs focus on setting clear, measurable goals and tracking progress towards them, fostering a culture of transparency and accountability.
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The results were impressive: in companies such as HP, where MBOs were embraced, productivity rose by as much as 56%. But, MBOs also had limitations: centrally-planned goals were slow to trickle down through the hierarchy; they became stagnant without frequent updating; or, they were tied to salaries, so that risk-taking ended up being penalized.
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Expounding upon our recent Objectives & Key Results presentation, we bring you more insights on how OKR has helped world-renowned corporations and org...
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