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From wikipedia (https://en.wikipedia.org/wiki/OKR https://en.wikipedia.org/wiki/OKR) > Key results should be measurable, either on a 0–100% scale or with any n
by mejutoco 4y ago
From wikipedia (https://en.wikipedia.org/wiki/OKR https://en.wikipedia.org/wiki/OKR)
> Key results should be measurable, either on a 0–100% scale or with any numerical value (e.g. count, dollar amount, or percentage) that can be used by planners and decision makers to determine whether those involved in working towards the key result have been successful. There should be no opportunity for "grey area" when defining a key result.
In a lot of places that use "OKRs" the metric is something non-specific, like "get more users" or "have a great UX". This means your bonus now depends on politics, instead of a defined metric of success. When the metrics are clearly defined, work can be a pleasure.
- loeg 4y ago> This means your bonus now depends on politics, instead of a defined metric of success. The process of defining a concrete metric in advance is just front-loading that politics process to the planning stage instead of at the back end. (Which may be better! But it doesn't eliminate politics.)
- mejutoco 4y agoThat is a good angle. Let me elaborate. I am not so much talking about the correctness of the metric, but about the certainty that you will get it, if your results are good. If there is no specific number someone can always say you performed bad one day before, for pretty much any reason (you did not care enough about the customer). This can destroy morale. Instead, if the metric is quantifiable and easy to check on a dashboard there is no way to deny it. By the time the evaluation comes there is no manipulation possible.