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How ReactiveOps does OKRs

7ada38e9a6ef3216363a7e17880d0137?s=47 mattrogish
March 10, 2015

How ReactiveOps does OKRs

How ReactiveOps does OKRs and how you can, too!

7ada38e9a6ef3216363a7e17880d0137?s=128

mattrogish

March 10, 2015
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  1. OKRs At Scale @MattRogish - matt@reactiveops.com “Qui trop embrasse, mal

    étreint”
  2. About Me • Programmer, DBA, CTO, Founder/CEO • Worked with

    OKRs at multiple companies - 4 - 160+ people • CTO Rails Machine
 CEO ReactiveOps
  3. - Useless Article on wikipedia.org OKRs stands for Objectives and

    Key Results. It is a method of defining and tracking objectives and their outcomes.
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  5. The Beginning

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  7. - Frederick Taylor, Huge Jerk It is only through enforced

    standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone.
  8. - Frederick Taylor, Huge Jerk I can say, without the

    slightest hesitation, that the science of handling pig-iron is so great that the man who is ... physically able to handle pig-iron and is sufficiently phlegmatic and stupid to choose this for his occupation is rarely able to comprehend the science of handling pig-iron.
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  11. Management by Objectives • Review Organizational Objectives • Set Worker

    Objectives • Monitor Progress • Evaluate Performance • Give Reward
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  13. Enlightenment

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  16. - Edwards Deming A manager of people needs to understand

    that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management. A psychologist that possesses even a crude understanding of variation as will be learned in the experiment with the Red Beads could no longer participate in refinement of a plan for ranking people.
  17. Red Bead Experiment • Box of 8000 (20%) red and

    (80%) white beads • Mix the beads, remove 50 of them • Minimize the # of red beads
  18. Red Bead Results • Average # of defects is always

    between 9-11 • System is in a reasonable degree of statistical control • Yet no improvement can be had
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  20. Red Bead Pt 2 • Encourage workers to improve •

    Fire the inspectors • Almost no red beads
  21. How? • Distort the system • Distort the data •

    Improve the system
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  23. - Ed Management by numerical goal is an attempt to

    manage without knowledge of what to do.
  24. - Ed’s “Fourteen Key Principles for Management” 11. Eliminate numerical

    goals, numerical quotas and management by objectives. Substitute leadership.
  25. Today

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  31. OKRs

  32. Finally.

  33. OKRs In a Nutshell • Invented at Intel in1970s •

    Hierarchical set of goals and key outcomes • Starts top down, but fills in from the bottom and middle • More general at the top and more specific at the bottom
  34. Step 1

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  39. Common Pitfalls

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  44. OKR Basics

  45. OKR Basics • Publicly visible to the entire company •

    Disconnected from performance evaluations • They should be guideposts
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  47. Objectively Speaking • You should only have 3-5 objectives •

    Most should be set by the individual • Objective score is the average of the key results
  48. Key Results • Measurable • “Aim for the stars and

    you’ll hit the moon” • Self-graded • Max of 4…ish
  49. Let’s Get Personal!

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  51. Values = Habits

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  58. Wrapping It Up… • Set some longer-term goals that are

    big • Do Quarterly OKRs • Redo your review process • ROWE it up • Avoid the Peter Principle • Celebrate!
  59. How Do I get Started?

  60. Try, Try, Try Again • Start Small • Grow Incrementally

    • Set Long Range Goals • Roll it Back to Quarters
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  62. - W. Edwards Deming It is management’s job to direct

    the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit centre.
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  64. References • Startup Lab Workshop: How Google Sets Goals https://www.youtube.com/watch?v=mJB83EZtAjc

    • http://en.wikipedia.org/wiki/OKR