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The Executioner's Tale - Interaction '14 Redux at IxDA London

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Information about The Executioner's Tale - Interaction '14 Redux at IxDA London
Design

Published on February 27, 2014

Author: sufiyanansari

Source: slideshare.net

Description

A reflection on Christina Wodtke's talk at Interaction '14 at IxDA London
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The Executioner’s Tale Inspired by Christina Wodtke’s talk at Interaction ‘14 Presented by Suff at Interaction ‘14 Redux - London

Senior Experience Designer, SapientNitro @suffiyanz

Jack Dorsey Cofounder of Twitter “It’s really complex to make something simple.”

What I’m looking for… Is it new/inspiring? Is it engaging? What’s in it for me?

The Executioner’s Tale New Engaging Take-Away https://vimeo.com/86392023

OKRs (Objectives & Key Results)

Management by Objectives A process of defining objectives within an organization so that management and employees agree to the objectives and understand what they need to do in the organization in order to achieve them. KPIs OKRs

KPIs You define aspirations and monitor progress KPIs help monitor something that needs to be consistently productive Emphasis is on measurement rather than aspiration

OKRs Objectives state what change the organization wants to see in a KPI over a specific period in time. KRs state how you will measure the incremental movement toward to objective.

OKRs Objective is the Dream KRs are the Success Criteria

OKRs

Google in 1999 – Year 1 “Google did more than adopt it,” says Doerr. “They embraced it.” OKRs became an essential component of Google culture. Every employee had to set, and then get approval for, quarterly OKRs and annual OKRs.”

OKRs Objectives are Qualitative KRs are Quantitative

Elements of an OKR Objectives – ambitious & a tad bit uncomfortable KRs – achievable, quantifiable, objective grading

OKRs Time Bound Cascading Hard (but not impossible)

OKRs Cadence Commitment Mondays are for Promises & Fridays are for Winners

The OKR Process Overall Company Objectives Division Objectives Group Objectives Individual Objectives

Best Practice Max 5 – Objectives + Max 4 Key Results 60% Objectives are Bottom Up Mutual Agreement Performance Evaluation of Individuals 60%-70% : Good Continue incomplete Key Results in the next 1/4

End Product One Goal – Focuses Effort & Fosters Coordination Linked Objectives & Key Results support Company Fun!

Keys to do good OKRs Set quarterly & annually Measureable Personal, Team, Company Publicly Available Graded Each Quarter

Grading your Objectives 0.6 – 0.7 should be the Target Scores matter less than process Company wide scoring reinforces commitment Use low grades to reassess priorities

OKR Quarters Company wide quarterly meet Important to list the company wide OKR result Important to explain the result Set OKRs for next quarter

Benefits Disciplines Thinking (major goals will surface) Communicates Accurately (lets everyone know what is important) Establishes Indicators for Measuring Progress (shows how far ahead we are) Focuses Effort (keeps efforts in line with each other)

Let’s pretend! I turned to Gordon and said, “If we got kicked out and the board brought in a new CEO, what do you think he would do?” Gordon answered without hesitation, “He would get us out of memories.” I stared at him numb, then said, “Why shouldn’t we walk out of the door, come back, and do it ourselves.” - Andy Grove

We live in great times

“Shoot for the stars and you’ll at least make it to the moon”

“Let’s not forget… we are still pioneers” Thank You,

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