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OKR Alignment Structures.pdf
This document discusses different models for aligning organizational objectives and key results (OKRs) across multiple levels or teams. It evaluates the alignment quality and potential challenges of each model. The best practice model involves aligning OKRs across two levels, with the company-wide OKR linking to team-level OKRs. This provides clear ownership and accountability while avoiding excessive management overhead. More complex alignment models risk becoming confusing or allowing teams to work in silos without coordination. Effective OKR alignment requires open communication throughout the process.
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OKR Alignment Structures.pdf
- 1. Objectives & KeyResults Company- wide alignment
- 2. Overarching Objective Team BOKR Team C OKR linking Team Initiatives Personal plans Personal plans Team Initiatives Personal plans Personal plans Team Initiatives Personal plans Personal plans Team A OKR linking Alignment: 2 levels (best practice) Directional statement, no measurable KRs Example Alignment quality: best practice
- 3. Alignment: 2 levels Maynot represent the company org chart directly Transparent and straightforward goal- setting process Will not work in companies with transparency issues Clear connection between the Company goals and personal level contributions Process will not follow itself - everyone needs to be onboard Only 2 layers of goals and no management overhead for the progress tracking process Clear ownership of outcomes at every level Wins Possible challenges Alignment quality: best practice
- 4. Alignment: 2 levels(version 2) no linking needed when an O has measurable KRs Usually means a very broad O + KPIs Example Team B OKR Team C OKR Team Initiatives Personal plans Personal plans Team Initiatives Personal plans Personal plans Team Initiatives Personal plans Personal plans Team A OKR Overarching OKR Alignment quality: OK but many hidden issues
- 5. Alignment: 2 levels(version 2) No clear owners of Company OKRs leads to teams moving in different directions Transparent and straightforward goal- setting process High probability for skipping important high level discussions, and pressure on teams to figure it out Just restructuring your high- level KPIs into OKRs doesn't make them any less abstract Only 2 layers of goals and no management overhead for the progress tracking process Wins Possible challenges Alignment quality: OK but many hidden issues
- 6. Company Objective Team Initiatives Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Department Objective Personal plans Alignment:3 levels Department Objective Team B OKR Team C OKR Team A OKR Team B OKR Team C OKR Team A OKR Team Initiatives Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Personal plans linking linking linking linking
- 7. Alignment: 3 levels Onetoo many levels to manage during the quarter Could be useful for hierarchical companies with complex org chart Company level often becomes high- level nonsense Company level serves as a high level strategy level, and Department level helps to clarify direction OKR planning session takes 1-2 weeks longer than it should High probability for duplicated Os at 2 different levels Wins Possible challenges Alignment quality: OK but many hidden issues
- 8. Company Objective Team Initiatives Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Department Objective Personal plans Alignment:hybrid model Department OKR Team B OKR Team C OKR Team A OKR Team Initiatives Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Personal plans linking linking linking No OKR No OKR No OKR
- 9. Alignment: hybrid model Onetoo many levels to manage during the quarter Different departments can follow their internal preferences Requires a very well trained OKR champion Company level serves as a high level strategy level, and Department level helps to clarify direction Confusing for cross- functional communication High probability of working in silos Wins Possible challenges Alignment quality: OK but many hidden issues
- 10. Company OKR Team Initiatives Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Department Objective Personal plans Alignment:hybrid model Department OKR Team B OKR Team C OKR Team A OKR Team Initiatives Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Team Initiatives Personal plans Personal plans Personal plans Personal plans Personal plans linking Team B OKR Team C OKR Team A OKR no linking needed
- 11. Alignment: hybrid model In99% cases turns to mess very quickly Independent planning sessions are possible Requires a very well trained OKR champion Confusing for cross- functional communication High probability of working in silos Wins Possible challenges Alignment quality: Poor, almost never works out
- 12. Learn the bestpractice process & agree internally Three rules of alignment Alignment = communication so be prepared for many MANY discussions at first Alignment is a 2- way street: top- down & bottom- up feedback is a must
- 13. Need help? Click tolearn OKRs from Weekdone with love