In most large companies that have a mature ORK practice, the CEO’s office or the HR team will kick off the OKR Planning cycle. If you don’t have an established OKR practice, before you begin developing objectives, decide who should lead your OKR planning discussions. This might be your CEO, operations manager, team leader, or project/account manager.

Step 2: Set up a strong foundation

  • Review mission. This first step is important for keeping your objectives aligned with the company’s vision statement and overall values. 
  • Review company strategy
  • Identify opportunities. Knowing what bets your company is making is helpful when coming up with objectives, key results, and initiatives. Try to get a consensus from your leadership team about the company’s biggest challenges.
  • Use data collect all data required to establish the opportunity

Step 2: Plan company Annual OKRs

The Leadership team or the CEO jointly draft the company goals for the year. These goals should include a brief of why

Step 3: Plan Team Quarterly OKRs, bottomups

Each function or team manager will kick off their own team OKR planning process based on the company OKRs and strategy.

Step 4: Review and discuss OKRS with the team

Next, you’ll move on to developing your OKRs. This will involve

North Features
Getting started with North
Org and Team goals
Goal Initiatives
Goal Check-ins
Give Awards
Goal Alignment

Our take on Product
OKRs for AARRR Metrics
On Product discovery
Communicating well
Metrics for Product teams
Telling stories with data
Data visualisation

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