Planning and execution appear to be straightforward, but they are pretty tricky. So much so that finding management tools and approaches seems to be an endless task.

Another aspect is the belief that when a business is profitable, there is no need to bother about effective management.

In reality, this is one of the critical reasons for the lack of stability in so many small and medium-sized firms, which causes them to become overly reliant on market fluctuations and, as a result, contributes to the demise of many of them.

However, if you want to improve the operation and scale the firm, you’ll need to find a good management model that’s simple to implement. The OKR framework comes into play here. Discover everything that you need to know about using the approach that has the power to change the future of your company.

What is OKR?

Andrew Grove, the former Chief executive of Intel, invented the OKR management approach to make it easier to manage a company’s “objectives and key results,” or critical objectives.

Because Google has been using the strategy since 1999, you may be confident that it works. The organization, which had only 40 employees at the time, now has over 60,000 of the most excellent specialists worldwide dispersed across the globe.

This also demonstrates that the OKR framework can be implemented with the same speed and openness in SMEs and multinational enterprises.

What is the OKR approach, and how does it work?

The name OKR was not chosen at random; it is inextricably related to the methodology’s operation. 


The company’s objectives provide a clear picture of what it wants to accomplish.

Each goal can be written down to make it clear what is being pursued and keep everyone focused on the same subject.

Here are some simple objectives that will keep everybody on the group updated and involved:

  • Establish yourself as a market authority.
  • Provide outstanding client service.
  • Increase sales by a significant amount.

All of those goals are clear and defined, and they make it clear where the focus should be. They do, however, rely on one thing to be fulfilled: the actual results.

Key Results

Without this component of the planning, meeting the goals set in the initial proposal would be difficult. It would be prohibitively expensive to objectively and precisely assess the quality of the support service, for example.

The key results gauge how near the organization is to attain its objectives. In other words, they are secondary objectives that directly contribute to achieving the primary goal.

Why is it critical to link OKRs or goals to your work? What’s the best way to connect them properly?

The root of the problem is a lack of concentration. OKR framework with well-defined baselines and goals provide teams with the clarity to determine what actions must be completed to meet a quantifiable goal. They can eliminate time-consuming activities that divert their attention from more vital tasks.

They also provide a precise tool for measuring progress and determining whether to reprioritize activities, if necessary.

By Manali