Find answers to commonly asked questions about OKR methodology and Twiser’s services

OKR is a powerful tool used to establish goals at various levels within an organization, including the overall organization, departments, and teams. It involves setting clear Objectives and defining Key Results to measure progress and success. OKR enables effective performance management by providing flexibility, transparency, and real-time tracking. It helps identify the priorities of individuals and teams, guiding them towards achieving their goals.
Peter Drucker's "Management by Objectives" (MBO) model, which emphasized clearly defined objectives and a collaborative agreement between managers and employees, can be considered the precursor to OKR. Andy Grove, the former CEO of Intel, built upon Drucker's MBO model and further developed the OKR framework. John Doerr is credited with introducing OKRs to Google and popularizing the framework. Doerr learned about OKRs from Andy Grove during an Intel course in 1975. Therefore, we can attribute the role of a pioneer to Peter Drucker, the inventor to Andy Grove, and the popularizer to John Doerr in the evolution of the OKR framework.
Individual OKRs are goals set by a single person, focusing on their own area of responsibility. The individual is responsible for keeping their OKRs up to date and monitoring the progress of key results.

Team OKRs are goals shared by multiple employees or project teams working towards a common objective. These OKRs can be set by individuals or assigned by managers. A team captain is chosen to keep the team OKRs updated and track progress.

Development OKRs are goals aimed at the personal and professional growth of an employee. They are managed like individual OKRs and require identifying meaningful key results that are consistently updated.
Objectives are statements that define the desired outcome or destination. They should be inspiring and exciting to motivate and guide individuals or teams. To maintain focus and avoid overwhelming complexity, it is important to limit the number of objectives. Exceeding a maximum number of OKRs should be avoided.

Key Results are statements that indicate how the objectives will be achieved. They should be easily measurable, either numerically or through clear indicators, allowing easy determination of whether they have been achieved or not. Key Results should be compelling and serve as a driving force, igniting the team's desire to succeed.
The OKR setting process begins with the formulation of OKRs by the general manager. All employees then prepare their draft OKRs by reviewing the priorities for the given period. Teams that are writing their OKRs organize workshops to discuss and align their goals collectively. For teams with a common objective, it is essential to come together and collaborate on creating a team OKR. After the workshop, all employees finalize their OKRs in coordination with their manager, making any necessary adjustments. The OKRs are then entered into the OKR system, such as the WOKR system. The system may include features like "Recommend as OKR" and "Recommend as KR" to effectively disseminate targets within the company.
The OKR methodology allows you to align your priorities with the organizational goals for a specific period. Prioritization is key to focusing on the right goals. Therefore, it is recommended to set a maximum of 5 Objectives and a maximum of 5 Key Results under each Objective. When the number exceeds 5, it can lead to confusion and make it challenging to maintain focus. Some companies may choose to have 5 business objectives and an additional development objective, guiding employees to set goals that contribute to their professional growth and development.
To ensure that all employees in your organization work together towards a common goal, it is essential to align the OKRs across the organization with both the organizational OKRs and the OKRs of other departments. This alignment fosters cohesion and collaboration. You can leverage the "OKR Linking" feature in the system to display the alignment status and thoroughly assess it. This feature helps visualize the interconnectedness of OKRs and allows for better coordination and understanding of the collective efforts across the organization.
One-on-one meetings are a valuable tool that enhances communication between employees and managers, fostering a supportive and mentoring environment. These meetings play a crucial role in achieving goals and enabling employees to work with greater passion and happiness. OKRs, as an approach, reinforce effective communication and create a supportive atmosphere, aiming for success. One-on-one meetings involve bringing the employee and manager together at regular intervals to discuss various aspects, including the employee's goals and professional development. These meetings provide an opportunity for open dialogue, feedback, and guidance within the OKR framework.
One of the major advantages of the OKR methodology is its simplicity, as it follows a straightforward framework. However, implementing OKRs within an organization can still present challenges. That's where an OKR coach comes in. An OKR coach is an individual who provides support and guidance throughout your OKR journey. They can assist you in setting OKRs correctly, ensuring they are aligned with organizational goals, and help you monitor them regularly to track progress and achieve desired outcomes. Having an OKR coach can greatly enhance the effectiveness and success of implementing the OKR methodology in your organization.
A KPI measures ongoing process performance, while an OKR focuses on achieving the underlying goal. OKRs provide a strategic framework to drive innovation, solve problems, and improve processes in an agile way. KPIs often serve as starting points for creating OKRs and become key indicators of goals. OKRs and KPIs naturally complement each other, as KPIs identify issues and OKRs provide the means to address them effectively.
In organizations, goals and metrics are typically defined across four perspectives: financial, customer, internal processes, and learning & growth. This provides a comprehensive view of organizational success.

OKRs, on the other hand, are not tied to a specific perspective. They prioritize what matters most in the present and offer the flexibility to adapt goals on a quarterly basis. This allows for agility in strategy and timely adjustments to the changing business landscape.
In today's dynamic business world, meeting evolving customer expectations and achieving sustainable growth is a major challenge. OKR, a goal-setting methodology, helps align employee goals with the organization's strategy, vision, and mission. To enhance efficiency, many companies are adopting OKR software, which streamlines goal management, fosters transparency, and aligns teams for better outcomes.

OKR software enables organizations to break down their goals into smaller, specific targets. One of the key advantages of using OKR software is the ability to regularly review performance on a weekly or monthly basis. This provides transparency and visibility across departments, preventing silos and facilitating progress towards success. By leveraging OKR software, organizations can foster a culture of transparency and collaboration, leading to improved outcomes.
OKRs and performance management serve distinct purposes and should not be entirely intertwined. OKRs inspire teams to strive for ambitious goals, foster alignment, promote interaction, and encourage collaboration. Combining OKRs with performance management can diminish some of the benefits associated with OKRs. It is important to maintain the separate focus of OKRs to fully leverage their advantages.
At Twiser, we specialize in adapting and disseminating the OKR methodology. We provide consultancy services to address various aspects of OKR implementation, including:

-Determining the number of OKRs to be used

-Defining the right objectives

-Establishing the appropriate number of key results

-Deciding the level of OKR transparency
Identifying suitable scales for measurement

-Offering examples of question sets for one-on-one interviews

-Advising on the frequency of one-on-one interviews

-Assisting with the design of performance scales

Furthermore, we recognize that implementing OKRs involves a cultural shift within organizations. Therefore, we provide a comprehensive methodology and a consultant ecosystem to support the adoption of this culture. We offer training programs to help organizations embrace OKRs and work towards identifying high-level OKRs that align with their strategic objectives.
OKRs can be categorized as either visible or hidden. Visible OKRs are accessible to the entire organization, allowing teams with interdependencies to view and discuss each other's OKRs as needed.

On the other hand, confidential OKRs are only viewable by the employee and their manager. Confidential OKRs are employed when certain information within the OKRs needs to be kept private, and their visibility is restricted to ensure confidentiality. The decision to designate an OKR as confidential is made through mutual agreement between the employee and their manager.