To promote OKR in the enterprise, it is best not to ask HR to lead this matter:
1. Ask HR to organize all employees to learn OKR, and invite external OKR experts to achieve a consistent conceptual understanding through the form of "enterprise internal training".
2. Finding ways to get the support of OKRs from bosses and executives can help companies gain their recognition from a strategic landing perspective.
3. Choose the appropriate level of the company to promote OKR. You might as well verify the value in the team or group, and then gradually promote it to all employees.
In addition, when promoting OKRs in enterprises, please remember the following three points:
1. Do not promote OKRs compulsorily, let alone promote OKRs on a large scale when everyone's concepts are inconsistent.
2. When everyone's understanding of OKR is inconsistent, you must ask external OKR experts to do OKR training inside the company to quickly build consensus.
3. To give full play to your leadership to influence the people around you, let the executives agree with OKR, and let the team members taste the sweetness of OKR, this is what we need to do as leaders;
General summary:
1. OKR is the "compass" of the company's strategy, allowing everyone to move in a clear direction.
2. The implementation of OKR in the R&D team can start from both personal growth and team contribution.
3. To promote OKR within the enterprise, we need to follow the rules and regulations, and we must not rush.
Determine whether a team is self-driving:
It can be observed from the two perspectives of "personal growth" and "team contribution"
It is relatively easy for the R&D team to implement OKR. Generally, after a few quarters, the results can be basically seen. However, if OKR is implemented throughout the company, it has to be said that there will be certain challenges;