How to Plan an OKR Implementation
Establishing the Conditions for Success
Implementing Objectives and Key Results (OKRs) in an organisation can yield numerous direct and indirect benefits, making it a highly rewarding endeavor. However, as with any significant initiative, it requires careful planning and sustained effort to integrate OKRs into the organization's culture.
In this post, we will explore strategies to enhance the likelihood of a successful OKR implementation.
Securing Senior Management Sponsorship
A critical factor is obtaining support from senior management. As previously discussed, adopting OKRs introduces various changes, including shifts in planning processes, progress tracking, and empowering operational teams. Such transformations are seldom effective without endorsement from leadership.
Often, interest in OKRs originates from mid-level managers in departments such as institutional planning, information technology, or AI and innovation, rather than from the executive level. To gain buy-in from senior leaders, consider arranging a virtual meeting with a manager from another public institution that has successfully implemented OKRs and achieved positive outcomes.
Alternatively, organize an introductory session to explain OKRs and their advantages. Many of our public sector engagements began with a complimentary 30-minute awareness presentation, well before any formal agreement. When delivered effectively, this can significantly boost leadership's commitment and involvement.
Achieving Capillarity: Pervasive Integration
During a visit to a team at a State Public Prosecutor's Office in 2022, I observed a noteworthy example upon arrival. In the official vehicle transporting us to headquarters, a QR code on the dashboard invited passengers to evaluate the driver's performance. This initiative stemmed from an OKR developed by the transport department.
This instance was particularly inspiring, as it demonstrated the tangible results of over a year's collaboration. More importantly, it exemplifies "capillarity": the translation of strategic plans into OKRs that permeate every level of the organization, reaching operational areas such as the vehicle fleet.
Capillarity arises from a phased rollout, typically beginning with senior management and progressively extending until the entire organization adopts OKRs as its standard approach to prioritizing work.
Adopting the Appropriate Pace: Crawl, Walk, Run
A guiding principle for OKR implementation is: "With OKRs, we first crawl, then walk, and finally run." A frequent error is assuming that a single training session suffices to launch OKRs organization-wide. In reality, embedding OKRs into the organization's mindset requires consistent application over several quarters, often around a year.
Attempting to involve an entire large organization from the outset is rarely successful. A more prudent approach is to begin with select departments, develop initial OKRs, analyze successes and setbacks, make adjustments, and then expand the methodology systematically.
One potential challenge is overseeing cycle meetings, including weekly check-ins and quarterly or annual reviews. Without guidance, these may deviate from the intended format, leading to inconsistency. It is advisable to monitor the first three or four meetings to ensure adherence to the model, keeping them concise and purposeful.
A common practice among our clients involves consultant participation in the initial four weekly check-ins for each OKR group. In the first, the consultant assumes the role of Objective owner to lead the session. In subsequent meetings, the Objective owner takes charge, with the consultant providing feedback as needed. This typically establishes the "3 Ps" framework: Progress, Problems, and Plans.
In public sector contexts, planning department staff often continue this oversight to maintain consistency. When resources are limited, organizations frequently appoint "godparents"—experienced public servants from other areas who excel in OKRs and volunteer to assist new teams.
OKRs involve a learning curve that must be respected. Initial quarters should emphasize hands-on experience in creating and managing OKRs. Early OKRs may exhibit issues such as:
Complex Objectives
Tasks framed as Key Results
Overly intricate measurement indicators for Key Results
Unrealistically ambitious targets for Key Results
Excessively conservative Key Results
Quality improves with iteration, using resources to identify enhancements and refining for subsequent quarters.
Developing Replicators: Training OKR Masters
To facilitate expansion, it is essential to prepare individuals capable of replicating the OKR process. This is the role of OKR Masters, also referred to as OKR Champions or Coaches (with some organizations distinguishing between these titles).
These individuals promote OKR adoption, train new departments, facilitate cycle meetings, and support the use of tracking platforms or methodologies.
Beyond understanding the framework's principles, OKR Masters should possess practical experience in OKR development and execution, along with strong communication and coaching skills, including the ability to lead through inquiry.
Various training programs are available. We provide a 12-hour advanced OKR Masters course tailored for the public sector, offered remotely or in-person, with international certification. Optimal outcomes occur when this training is complemented by mentoring to oversee group activities.
Conclusion: Paving the Way for OKR Excellence
In summary, successful OKR implementation hinges on securing senior sponsorship, ensuring capillarity, maintaining an appropriate pace, and training replicators. By following these guidelines with diligence, OKRs can evolve from a methodology into a core element of your organization's approach to achieving objectives.
If you are prepared to embark on this journey, begin modestly and proceed consistently. We welcome your insights or experiences with OKRs in the comments section. Best wishes for your implementation efforts.
