1. The goal
   1. to ensure everyone is going in the same direction, with clear priorities, in a constant rhythm
2. The Components
   1. Doerr’s Goal Formula
      1. I will ________ as measured by ____________.
      2. 1) what you will achieve 2) how you are going to measure its achievement
   2. The structure
      1. I will (Objective) as measured by (this set of Key Results)
   3. The Objectives
      1. memorable qualitative descriptions of what you want to achieve
         1. short
            1. simple
            2. ease to memorise
         2. inspirational
         3. engaging
         4. not boring
         5. motivate and challenge the Team
         6. no number
   4. The Key Results
      1. a set of metrics that measure your progress towards the Objective
         1. quantitative
            1. number
         2. measurable
      2. The Key Results model
         1. If we are successful with ________, we will have more ________ and/or less __________
      3. Activity-based Key Results
         1. start with verbs such as
            1. launch, create, develop, deliver, build, make, implement, define, release, test, prepare and plan
      4. Value-based Key Results
         1. Increase/Reduce ABC-metric from X to Y
            1. X is the baseline (where we begin)
            2. Y is the target (what we want to achieve)
   5. The initiatives
      1. What we are going to do to reach our OKR: projects, tasks or activities
   6. separate the OKRs from the activities/tasks that we plan on doing to achieve the OKRs
3. The Core concepts
   1. AGILE GOALS
      1. using shorter goal cycles, adapt and respond to change
   2. SIMPLICITY
      1. easy to understand
      2. set goals
         1. lightweight process
         2. invest resources in achieving the goals, not on setting
   3. TRANSPARENCY
      1. to create alignment in the organization
      2. OKRs are public to all company levels
   4. NESTED CADENCES
      1. annual
         1. a strategic cadence with high-level, longer term OKRs for the company
      2. quarterly
         1. a tactical cadence with shorter term OKRs
            1. tactical OKRs for the teams, with a mid-quarter review
      3. weekly
         1. an operational cadence for OKR tracking results and initiatives
            1. for tracking results
      4. Tracking Results with the Weekly Check-in
   5. BIDIRECTIONAL GOAL SETTING
      1. OKRs do not cascade
         1. a market-based approach that is simultaneously bottom-up and top-down
   6. AMBITIOUS GOALS: MOONSHOTS AND STRETCH GOALS
      1. average you should achieve only 60-70% of them
      2. Use the stretching analogy
         1. Take you out of your comfort zone;
         2. Make you go after targets that you think you can’t reach (at least not yet);
         3. Make you achieve things you couldn’t do before;
         4. Should be hard but not as hard as to harm (or demotivate) you.
   7. DECOUPLING REWARDS
      1. OKR is a management tool, not an employee evaluation tool
   8. ADOPTING OKR
      1. Adopting OKR is a journey, not an event
4. The common mistakes
   1. Using OKR as a task list
      1. Including tasks as Key Results
   2. Setting too many OKRs or Key Results
   3. Not aligning your OKRs
   4. Set it and Forget it
   5. Setting non-measurable Key Results
   6. Setting OKRs top-down
      1. OKRs do not cascade
   7. Creating OKRs in silos
   8. Including OKRs in a compensation formula
   9. Trying to copy Google blindly
5. Tips for writing good OKRs
   1. For Objectives
      1. Fit the culture
         1. informal and fun
         2. use slangs, internal jokes and even profanity
   2. For Key Results
      1. Value based
      2. Separate metrics from initiatives
   3. OKR Cheat Sheet
      1. https://felipecastro.com/resource/CheatSheet_EN.pdf
6. The benefits
   1. Agility
      1. faster adjustments
      2. better adaptation to change
      3. increasing innovation
      4. reducing risks and waste
   2. Alignment and cross-functional cooperation
      1. improve collaboration
      2. solve interdependencies
      3. unify competing initiatives
   3. Reduced time and resources for setting goals
   4. Clear communication
      1. understand the goal
      2. prioritization
   5. Employee engagement
      1. each individual can contribute
      2. connects the employees with the company’s objectives
      3. increasing engagement
   6. Autonomy and accountability
      1. free to choose how to achieve OKRs
         1. responsibility
   7. Focus and discipline
   8. Bolder goals
      1. set ambitious, challenging goals
7. The Typical OKR Cycle
   1. Describes a model to create a more refined and execution-ready strategy
   2. The executive team then validates the company OKRs, gathering feedback from the team
   3. Teams develop their Tactical OKRs using the bidirectional approach described above
   4. Teams map interdependencies and ensure alignment with other teams and initiatives.
   5. For companies using quarterly OKRs, it is common to review the OKRs halfway down the quarter during a mid-term OKR review
   6. Teams have weekly check-ins to track results and initiatives
   7. CI
      1. OKRs that haven’t been achieved in the previous cycle are re-evaluated
         1. included in the next quarter or discarded