OKRs:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, New Jersey
John Wiley & Sons
2023
|
| Schriftenreihe: | ...for dummies
|
| Schlagworte: | |
| Beschreibung: | xiii, 314 Seiten |
| ISBN: | 9781394183487 |
Internformat
MARC
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| 035 | |a (OCoLC)1414558851 | ||
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| 041 | 0 | |a eng | |
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| 100 | 1 | |a Niven, Paul R. |e Verfasser |0 (DE-588)12848263X |4 aut | |
| 245 | 1 | 0 | |a OKRs |c by Paul R. Niven |
| 246 | 1 | 3 | |a OKRs for Dummies |
| 264 | 1 | |a Hoboken, New Jersey |b John Wiley & Sons |c 2023 | |
| 264 | 4 | |c © 2023 | |
| 300 | |a xiii, 314 Seiten | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
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| 490 | 0 | |a ...for dummies | |
| 505 | 8 | |a Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Introducing OKRs -- Chapter 1 Achieving Goals with OKRs -- OKRs Are a Goal-Setting System -- Seeing the Value in Goal Setting -- Examining the Components of OKRs -- Defining an "objective" -- Writing a basic objective -- Defining a key result -- Writing key results -- Comparing OKRs to Other Goal-Setting Systems -- OKRs versus SMART goals -- OKRs versus KPIs -- OKRs versus 4DX -- OKRs versus BSC -- Chapter 2 The Benefits of OKRs -- Overcoming Common Organizational Challenges with OKRs -- Acknowledging the difficulty of executing strategy -- The two main causes of execution failure -- Measurement is crucial -- Recognizing the challenge of sustaining growth -- The slow drip of internal issues -- Opportunities! So many opportunities! -- Working with the threat of disruption -- Understanding How Your People Will Benefit from OKRs -- Focusing on what matters most -- Aligning from top to bottom and beyond -- Thinking vertically -- The silo scourge -- Rooting out dependencies -- Increasing engagement -- Driving accountability with strategic knowledge -- Rising to the next level through visionary thinking -- Working within a system that is easy to understand and use -- Part 2 Preparing to Create OKRs -- Chapter 3 First Things First: Identify Why You Are Creating OKRs -- Knowing How Not to Kick Off Your OKRs Journey -- Avoid having your administrative assistant call consultants -- What to do instead -- Don't embark on a change effort lightly -- What to do instead -- Getting to Your "Why" for Creating OKRs -- Determining your unique reason for implementing OKRs -- The need for awareness and execution of strategy -- A way to manage fast growth | |
| 505 | 8 | |a The need to correct misalignment -- A method for keeping the right focus -- Knowing your why is crucial -- Chapter 4 Filling Vital OKRs Roles within the Organization -- Securing an Executive Sponsor: A Critical Component -- Understanding Executive Sponsorship and Why It's Important -- Possessing knowledge of OKRs -- Defining success and why you believe in OKRs -- Championing the use of OKRs at the senior leadership level -- Approving funding for the initiative -- Determining your OKRs "playbook" with the champion and executive team -- Serving as a final point of escalation on OKRs issues -- Seeing sponsorship in action -- Gaining executive sponsorship -- Choosing Your OKRs Champion: A Vital Role for OKRs success -- Understanding the role of an OKRs champion -- Picking the perfect OKRs champion -- Grasping why the champion is critical to OKRs success -- Bringing OKRs Ambassadors On Board -- Understanding the Role of an OKRs Ambassador -- Serving as internal OKR expert and evangelist of the system -- Coaching teams on creating and reviewing OKRs -- Helping teams distinguish between business-as-usual work and OKRs -- Acting as a point of contact for all things OKR-related for their area -- Serving as liaison with other ambassadors and the champion -- Outlining the Profile of an OKRs Ambassador -- Maximizing OKRs Success with Ambassadors -- Chapter 5 Determining Where and When to Create OKRs -- Determining When to Use OKRs -- Creating OKRs at the Company Level Only -- Some benefits to starting at the top level -- More benefits of starting at the top -- Now for the disadvantages of top-level OKRs -- Prerequisites for company-level OKRs -- Creating OKRs at Both the Company-and Team Levels -- Deciding which teams and units to include -- Deciding between following the org chart or linking dependent teams -- Creating customer-based OKRs | |
| 505 | 8 | |a Creating Individual OKRs for the Entire Organization -- Yes, Google does it, but you may not want to -- More issues with individual OKRs -- Considering Other Options for Where to Create OKRs -- Piloting at a business unit or team -- Advantages of a pilot program -- Disadvantages of a pilot program -- Using OKRs for projects -- Using OKRs for support groups -- The "yes" part of OKRs with support groups -- The "but" part of using OKRs with support groups -- Setting the Right Cadence for OKRs -- Timing company-level OKRs (Hint: Annual works best) -- Sizing up why annual OKRs work best for the top level -- Allotting sufficient time for major shifts -- Setting the cadence for key results -- Determining whether quarters or trimesters are right for you -- The quarterly cadence isn't set in stone -- The trimester as an alternative -- Setting the OKRs timeline -- Chapter 6 The Raw Materials of OKRs: Mission, Vision, and Strategy -- Agreeing on the Definitions of "Mission," "Vision," and "Strategy" -- Mission: Stating Why Your Business Exists -- Yes, you need to take the time to create a mission statement -- Knowing what makes an effective mission statement -- If you already have a mission statement -- Vision: Creating Your Picture of the Ideal Future -- Understanding the ins and outs of vision statements -- Knowing what makes an effective vision statement -- Quantified and time bound -- Brainstorming your vision statement -- Strategy: Getting Your Priorities Straight -- Understanding why strategy is critical to OKRs -- Getting started with strategy -- What do you sell? -- Who are your customers? -- Why do customers buy from you - what is your value proposition? -- Playing 21 Questions -- Subquestions for "What do you sell?" -- Subquestions for "Who are your customers?" -- Subquestions for "Why do customers buy from you? What is your value proposition?" | |
| 505 | 8 | |a Part 3 Creating OKRs -- Chapter 7 Preparing to Create OKRs -- Training Your Organization for OKRs Success -- Grasping why training is critical -- Mastering the fundamentals -- Boosting confidence -- Speeding up learning -- Preparing for training -- Considering who should lead the training -- Deciding who should receive the training -- Providing materials to be read before training -- Getting your training off to a good start -- Warming up with an icebreaker or introductions -- Including your executive sponsor -- Working with the Training Curriculum -- Starting with a story -- Giving your participants a history lesson -- Defining your terms -- Illustrating an effective OKR with an example -- Distinguishing between the types of key results -- Sharing the characteristics of OKRs -- Learning by doing -- Kick Off Your Shoes Hotels OKRs case study -- Interview with Melissa Jacobs, Chief Executive Officer -- Finishing strong -- Knowing whether virtual training is effective -- Being prepared -- Knowing your material -- Offering interactive activities -- Setting expectations for everyone -- Keeping the session relatively short -- Determining Your OKRs Philosophy -- Weighing whether to use business-as-usual activities for OKRs -- Drawbacks of BAU as OKRs -- When BAU as OKRs may be appropriate -- Creating a dashboard of "health of the business" metrics -- Chapter 8 Rolling Up Your Sleeves, Part 1: Creating Objectives -- Working with the Various Types of Objectives -- Looking ahead: Annual objectives -- Facing the here and now: quarterly or trimester OKRs -- Dealing with necessary on-the-fly objectives -- Walking through the Process for Creating Objectives -- Asking the fundamental objective setting question (based on the cadence) -- Making a list of possible objectives -- Sequencing your list -- Make the objective attainable | |
| 505 | 8 | |a Consider the timing of various objectives -- Choosing the most important objectives -- Using your formula -- Exploring Other Ways to Help You Set Objectives -- Using rituals -- Drawing on the wisdom of crowds -- Considering what's holding you back -- Incorporating the Characteristics of Effective Objectives -- Making it qualitative -- Making it meaningful to you -- Ensuring that it's doable in the time period -- Aligning it vertically and horizontally -- Keeping it easy to read and understand -- Controlling the necessary resources -- Providing business value -- Chapter 9 Rolling Up Your Sleeves, Part 2: Creating Key Results -- Looking at the Types of Key Results -- Metric key results -- Milestone key results -- Walking through the Process of Creating Key Results -- Determining your business impact key result by asking the fundamental question -- Telling the story of success using leading key results -- Telling the story by working backward -- Telling the story by measuring the objective -- Don't look for perfect key results -- Using the formulas -- Incorporating the Characteristics of an Effective Key Result -- Making it quantitative -- Shooting for stretch - but ensuring that it's attainable -- Limiting the number of key results -- Making it specific -- Ensuring that it's a key result, not a task -- Fighting the "You can't measure what we do" syndrome -- Chapter 10 Making Your OKRs Even Stronger -- Ensuring Alignment among OKRs -- Using vertical alignment to drive strategy execution -- Think connecting, not cascading -- The problems with cascading -- The power of intrinsic motivation -- Focus on connecting, not cascading -- Achieving horizontal alignment by managing dependencies -- Answering Some FAQs about OKRs that You're Sure to Get -- What if I can't measure business impact during the quarter? | |
| 505 | 8 | |a What is the difference between committed and aspirational OKRs? | |
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| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe |z 9781394183494 |
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Datensatz im Suchindex
| _version_ | 1804186104239226880 |
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| author | Niven, Paul R. |
| author_GND | (DE-588)12848263X |
| author_facet | Niven, Paul R. |
| author_role | aut |
| author_sort | Niven, Paul R. |
| author_variant | p r n pr prn |
| building | Verbundindex |
| bvnumber | BV049393011 |
| contents | Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Introducing OKRs -- Chapter 1 Achieving Goals with OKRs -- OKRs Are a Goal-Setting System -- Seeing the Value in Goal Setting -- Examining the Components of OKRs -- Defining an "objective" -- Writing a basic objective -- Defining a key result -- Writing key results -- Comparing OKRs to Other Goal-Setting Systems -- OKRs versus SMART goals -- OKRs versus KPIs -- OKRs versus 4DX -- OKRs versus BSC -- Chapter 2 The Benefits of OKRs -- Overcoming Common Organizational Challenges with OKRs -- Acknowledging the difficulty of executing strategy -- The two main causes of execution failure -- Measurement is crucial -- Recognizing the challenge of sustaining growth -- The slow drip of internal issues -- Opportunities! So many opportunities! -- Working with the threat of disruption -- Understanding How Your People Will Benefit from OKRs -- Focusing on what matters most -- Aligning from top to bottom and beyond -- Thinking vertically -- The silo scourge -- Rooting out dependencies -- Increasing engagement -- Driving accountability with strategic knowledge -- Rising to the next level through visionary thinking -- Working within a system that is easy to understand and use -- Part 2 Preparing to Create OKRs -- Chapter 3 First Things First: Identify Why You Are Creating OKRs -- Knowing How Not to Kick Off Your OKRs Journey -- Avoid having your administrative assistant call consultants -- What to do instead -- Don't embark on a change effort lightly -- What to do instead -- Getting to Your "Why" for Creating OKRs -- Determining your unique reason for implementing OKRs -- The need for awareness and execution of strategy -- A way to manage fast growth The need to correct misalignment -- A method for keeping the right focus -- Knowing your why is crucial -- Chapter 4 Filling Vital OKRs Roles within the Organization -- Securing an Executive Sponsor: A Critical Component -- Understanding Executive Sponsorship and Why It's Important -- Possessing knowledge of OKRs -- Defining success and why you believe in OKRs -- Championing the use of OKRs at the senior leadership level -- Approving funding for the initiative -- Determining your OKRs "playbook" with the champion and executive team -- Serving as a final point of escalation on OKRs issues -- Seeing sponsorship in action -- Gaining executive sponsorship -- Choosing Your OKRs Champion: A Vital Role for OKRs success -- Understanding the role of an OKRs champion -- Picking the perfect OKRs champion -- Grasping why the champion is critical to OKRs success -- Bringing OKRs Ambassadors On Board -- Understanding the Role of an OKRs Ambassador -- Serving as internal OKR expert and evangelist of the system -- Coaching teams on creating and reviewing OKRs -- Helping teams distinguish between business-as-usual work and OKRs -- Acting as a point of contact for all things OKR-related for their area -- Serving as liaison with other ambassadors and the champion -- Outlining the Profile of an OKRs Ambassador -- Maximizing OKRs Success with Ambassadors -- Chapter 5 Determining Where and When to Create OKRs -- Determining When to Use OKRs -- Creating OKRs at the Company Level Only -- Some benefits to starting at the top level -- More benefits of starting at the top -- Now for the disadvantages of top-level OKRs -- Prerequisites for company-level OKRs -- Creating OKRs at Both the Company-and Team Levels -- Deciding which teams and units to include -- Deciding between following the org chart or linking dependent teams -- Creating customer-based OKRs Creating Individual OKRs for the Entire Organization -- Yes, Google does it, but you may not want to -- More issues with individual OKRs -- Considering Other Options for Where to Create OKRs -- Piloting at a business unit or team -- Advantages of a pilot program -- Disadvantages of a pilot program -- Using OKRs for projects -- Using OKRs for support groups -- The "yes" part of OKRs with support groups -- The "but" part of using OKRs with support groups -- Setting the Right Cadence for OKRs -- Timing company-level OKRs (Hint: Annual works best) -- Sizing up why annual OKRs work best for the top level -- Allotting sufficient time for major shifts -- Setting the cadence for key results -- Determining whether quarters or trimesters are right for you -- The quarterly cadence isn't set in stone -- The trimester as an alternative -- Setting the OKRs timeline -- Chapter 6 The Raw Materials of OKRs: Mission, Vision, and Strategy -- Agreeing on the Definitions of "Mission," "Vision," and "Strategy" -- Mission: Stating Why Your Business Exists -- Yes, you need to take the time to create a mission statement -- Knowing what makes an effective mission statement -- If you already have a mission statement -- Vision: Creating Your Picture of the Ideal Future -- Understanding the ins and outs of vision statements -- Knowing what makes an effective vision statement -- Quantified and time bound -- Brainstorming your vision statement -- Strategy: Getting Your Priorities Straight -- Understanding why strategy is critical to OKRs -- Getting started with strategy -- What do you sell? -- Who are your customers? -- Why do customers buy from you - what is your value proposition? -- Playing 21 Questions -- Subquestions for "What do you sell?" -- Subquestions for "Who are your customers?" -- Subquestions for "Why do customers buy from you? What is your value proposition?" Part 3 Creating OKRs -- Chapter 7 Preparing to Create OKRs -- Training Your Organization for OKRs Success -- Grasping why training is critical -- Mastering the fundamentals -- Boosting confidence -- Speeding up learning -- Preparing for training -- Considering who should lead the training -- Deciding who should receive the training -- Providing materials to be read before training -- Getting your training off to a good start -- Warming up with an icebreaker or introductions -- Including your executive sponsor -- Working with the Training Curriculum -- Starting with a story -- Giving your participants a history lesson -- Defining your terms -- Illustrating an effective OKR with an example -- Distinguishing between the types of key results -- Sharing the characteristics of OKRs -- Learning by doing -- Kick Off Your Shoes Hotels OKRs case study -- Interview with Melissa Jacobs, Chief Executive Officer -- Finishing strong -- Knowing whether virtual training is effective -- Being prepared -- Knowing your material -- Offering interactive activities -- Setting expectations for everyone -- Keeping the session relatively short -- Determining Your OKRs Philosophy -- Weighing whether to use business-as-usual activities for OKRs -- Drawbacks of BAU as OKRs -- When BAU as OKRs may be appropriate -- Creating a dashboard of "health of the business" metrics -- Chapter 8 Rolling Up Your Sleeves, Part 1: Creating Objectives -- Working with the Various Types of Objectives -- Looking ahead: Annual objectives -- Facing the here and now: quarterly or trimester OKRs -- Dealing with necessary on-the-fly objectives -- Walking through the Process for Creating Objectives -- Asking the fundamental objective setting question (based on the cadence) -- Making a list of possible objectives -- Sequencing your list -- Make the objective attainable Consider the timing of various objectives -- Choosing the most important objectives -- Using your formula -- Exploring Other Ways to Help You Set Objectives -- Using rituals -- Drawing on the wisdom of crowds -- Considering what's holding you back -- Incorporating the Characteristics of Effective Objectives -- Making it qualitative -- Making it meaningful to you -- Ensuring that it's doable in the time period -- Aligning it vertically and horizontally -- Keeping it easy to read and understand -- Controlling the necessary resources -- Providing business value -- Chapter 9 Rolling Up Your Sleeves, Part 2: Creating Key Results -- Looking at the Types of Key Results -- Metric key results -- Milestone key results -- Walking through the Process of Creating Key Results -- Determining your business impact key result by asking the fundamental question -- Telling the story of success using leading key results -- Telling the story by working backward -- Telling the story by measuring the objective -- Don't look for perfect key results -- Using the formulas -- Incorporating the Characteristics of an Effective Key Result -- Making it quantitative -- Shooting for stretch - but ensuring that it's attainable -- Limiting the number of key results -- Making it specific -- Ensuring that it's a key result, not a task -- Fighting the "You can't measure what we do" syndrome -- Chapter 10 Making Your OKRs Even Stronger -- Ensuring Alignment among OKRs -- Using vertical alignment to drive strategy execution -- Think connecting, not cascading -- The problems with cascading -- The power of intrinsic motivation -- Focus on connecting, not cascading -- Achieving horizontal alignment by managing dependencies -- Answering Some FAQs about OKRs that You're Sure to Get -- What if I can't measure business impact during the quarter? What is the difference between committed and aspirational OKRs? |
| ctrlnum | (OCoLC)1414558851 (DE-599)BVBBV049393011 |
| format | Book |
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Niven</subfield></datafield><datafield tag="246" ind1="1" ind2="3"><subfield code="a">OKRs for Dummies</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Hoboken, New Jersey</subfield><subfield code="b">John Wiley & Sons</subfield><subfield code="c">2023</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">© 2023</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">xiii, 314 Seiten</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="490" ind1="0" ind2=" "><subfield code="a">...for dummies</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Introducing OKRs -- Chapter 1 Achieving Goals with OKRs -- OKRs Are a Goal-Setting System -- Seeing the Value in Goal Setting -- Examining the Components of OKRs -- Defining an "objective" -- Writing a basic objective -- Defining a key result -- Writing key results -- Comparing OKRs to Other Goal-Setting Systems -- OKRs versus SMART goals -- OKRs versus KPIs -- OKRs versus 4DX -- OKRs versus BSC -- Chapter 2 The Benefits of OKRs -- Overcoming Common Organizational Challenges with OKRs -- Acknowledging the difficulty of executing strategy -- The two main causes of execution failure -- Measurement is crucial -- Recognizing the challenge of sustaining growth -- The slow drip of internal issues -- Opportunities! So many opportunities! -- Working with the threat of disruption -- Understanding How Your People Will Benefit from OKRs -- Focusing on what matters most -- Aligning from top to bottom and beyond -- Thinking vertically -- The silo scourge -- Rooting out dependencies -- Increasing engagement -- Driving accountability with strategic knowledge -- Rising to the next level through visionary thinking -- Working within a system that is easy to understand and use -- Part 2 Preparing to Create OKRs -- Chapter 3 First Things First: Identify Why You Are Creating OKRs -- Knowing How Not to Kick Off Your OKRs Journey -- Avoid having your administrative assistant call consultants -- What to do instead -- Don't embark on a change effort lightly -- What to do instead -- Getting to Your "Why" for Creating OKRs -- Determining your unique reason for implementing OKRs -- The need for awareness and execution of strategy -- A way to manage fast growth</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">The need to correct misalignment -- A method for keeping the right focus -- Knowing your why is crucial -- Chapter 4 Filling Vital OKRs Roles within the Organization -- Securing an Executive Sponsor: A Critical Component -- Understanding Executive Sponsorship and Why It's Important -- Possessing knowledge of OKRs -- Defining success and why you believe in OKRs -- Championing the use of OKRs at the senior leadership level -- Approving funding for the initiative -- Determining your OKRs "playbook" with the champion and executive team -- Serving as a final point of escalation on OKRs issues -- Seeing sponsorship in action -- Gaining executive sponsorship -- Choosing Your OKRs Champion: A Vital Role for OKRs success -- Understanding the role of an OKRs champion -- Picking the perfect OKRs champion -- Grasping why the champion is critical to OKRs success -- Bringing OKRs Ambassadors On Board -- Understanding the Role of an OKRs Ambassador -- Serving as internal OKR expert and evangelist of the system -- Coaching teams on creating and reviewing OKRs -- Helping teams distinguish between business-as-usual work and OKRs -- Acting as a point of contact for all things OKR-related for their area -- Serving as liaison with other ambassadors and the champion -- Outlining the Profile of an OKRs Ambassador -- Maximizing OKRs Success with Ambassadors -- Chapter 5 Determining Where and When to Create OKRs -- Determining When to Use OKRs -- Creating OKRs at the Company Level Only -- Some benefits to starting at the top level -- More benefits of starting at the top -- Now for the disadvantages of top-level OKRs -- Prerequisites for company-level OKRs -- Creating OKRs at Both the Company-and Team Levels -- Deciding which teams and units to include -- Deciding between following the org chart or linking dependent teams -- Creating customer-based OKRs</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Creating Individual OKRs for the Entire Organization -- Yes, Google does it, but you may not want to -- More issues with individual OKRs -- Considering Other Options for Where to Create OKRs -- Piloting at a business unit or team -- Advantages of a pilot program -- Disadvantages of a pilot program -- Using OKRs for projects -- Using OKRs for support groups -- The "yes" part of OKRs with support groups -- The "but" part of using OKRs with support groups -- Setting the Right Cadence for OKRs -- Timing company-level OKRs (Hint: Annual works best) -- Sizing up why annual OKRs work best for the top level -- Allotting sufficient time for major shifts -- Setting the cadence for key results -- Determining whether quarters or trimesters are right for you -- The quarterly cadence isn't set in stone -- The trimester as an alternative -- Setting the OKRs timeline -- Chapter 6 The Raw Materials of OKRs: Mission, Vision, and Strategy -- Agreeing on the Definitions of "Mission," "Vision," and "Strategy" -- Mission: Stating Why Your Business Exists -- Yes, you need to take the time to create a mission statement -- Knowing what makes an effective mission statement -- If you already have a mission statement -- Vision: Creating Your Picture of the Ideal Future -- Understanding the ins and outs of vision statements -- Knowing what makes an effective vision statement -- Quantified and time bound -- Brainstorming your vision statement -- Strategy: Getting Your Priorities Straight -- Understanding why strategy is critical to OKRs -- Getting started with strategy -- What do you sell? -- Who are your customers? -- Why do customers buy from you - what is your value proposition? -- Playing 21 Questions -- Subquestions for "What do you sell?" -- Subquestions for "Who are your customers?" -- Subquestions for "Why do customers buy from you? What is your value proposition?"</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Part 3 Creating OKRs -- Chapter 7 Preparing to Create OKRs -- Training Your Organization for OKRs Success -- Grasping why training is critical -- Mastering the fundamentals -- Boosting confidence -- Speeding up learning -- Preparing for training -- Considering who should lead the training -- Deciding who should receive the training -- Providing materials to be read before training -- Getting your training off to a good start -- Warming up with an icebreaker or introductions -- Including your executive sponsor -- Working with the Training Curriculum -- Starting with a story -- Giving your participants a history lesson -- Defining your terms -- Illustrating an effective OKR with an example -- Distinguishing between the types of key results -- Sharing the characteristics of OKRs -- Learning by doing -- Kick Off Your Shoes Hotels OKRs case study -- Interview with Melissa Jacobs, Chief Executive Officer -- Finishing strong -- Knowing whether virtual training is effective -- Being prepared -- Knowing your material -- Offering interactive activities -- Setting expectations for everyone -- Keeping the session relatively short -- Determining Your OKRs Philosophy -- Weighing whether to use business-as-usual activities for OKRs -- Drawbacks of BAU as OKRs -- When BAU as OKRs may be appropriate -- Creating a dashboard of "health of the business" metrics -- Chapter 8 Rolling Up Your Sleeves, Part 1: Creating Objectives -- Working with the Various Types of Objectives -- Looking ahead: Annual objectives -- Facing the here and now: quarterly or trimester OKRs -- Dealing with necessary on-the-fly objectives -- Walking through the Process for Creating Objectives -- Asking the fundamental objective setting question (based on the cadence) -- Making a list of possible objectives -- Sequencing your list -- Make the objective attainable</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Consider the timing of various objectives -- Choosing the most important objectives -- Using your formula -- Exploring Other Ways to Help You Set Objectives -- Using rituals -- Drawing on the wisdom of crowds -- Considering what's holding you back -- Incorporating the Characteristics of Effective Objectives -- Making it qualitative -- Making it meaningful to you -- Ensuring that it's doable in the time period -- Aligning it vertically and horizontally -- Keeping it easy to read and understand -- Controlling the necessary resources -- Providing business value -- Chapter 9 Rolling Up Your Sleeves, Part 2: Creating Key Results -- Looking at the Types of Key Results -- Metric key results -- Milestone key results -- Walking through the Process of Creating Key Results -- Determining your business impact key result by asking the fundamental question -- Telling the story of success using leading key results -- Telling the story by working backward -- Telling the story by measuring the objective -- Don't look for perfect key results -- Using the formulas -- Incorporating the Characteristics of an Effective Key Result -- Making it quantitative -- Shooting for stretch - but ensuring that it's attainable -- Limiting the number of key results -- Making it specific -- Ensuring that it's a key result, not a task -- Fighting the "You can't measure what we do" syndrome -- Chapter 10 Making Your OKRs Even Stronger -- Ensuring Alignment among OKRs -- Using vertical alignment to drive strategy execution -- Think connecting, not cascading -- The problems with cascading -- The power of intrinsic motivation -- Focus on connecting, not cascading -- Achieving horizontal alignment by managing dependencies -- Answering Some FAQs about OKRs that You're Sure to Get -- What if I can't measure business impact during the quarter?</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">What is the difference between committed and aspirational OKRs?</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">OKR</subfield><subfield code="0">(DE-588)1233331183</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Strategische Planung</subfield><subfield code="0">(DE-588)4309237-8</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Strategische Planung</subfield><subfield code="0">(DE-588)4309237-8</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="689" ind1="1" ind2="0"><subfield code="a">OKR</subfield><subfield code="0">(DE-588)1233331183</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Online-Ausgabe</subfield><subfield code="z">978-1-394-18350-0</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Online-Ausgabe</subfield><subfield code="z">9781394183494</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-034720400</subfield></datafield></record></collection> |
| id | DE-604.BV049393011 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T23:01:49Z |
| indexdate | 2024-07-10T10:05:49Z |
| institution | BVB |
| isbn | 9781394183487 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034720400 |
| oclc_num | 1414558851 |
| open_access_boolean | |
| owner | DE-706 |
| owner_facet | DE-706 |
| physical | xiii, 314 Seiten |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | John Wiley & Sons |
| record_format | marc |
| series2 | ...for dummies |
| spelling | Niven, Paul R. Verfasser (DE-588)12848263X aut OKRs by Paul R. Niven OKRs for Dummies Hoboken, New Jersey John Wiley & Sons 2023 © 2023 xiii, 314 Seiten txt rdacontent n rdamedia nc rdacarrier ...for dummies Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Introducing OKRs -- Chapter 1 Achieving Goals with OKRs -- OKRs Are a Goal-Setting System -- Seeing the Value in Goal Setting -- Examining the Components of OKRs -- Defining an "objective" -- Writing a basic objective -- Defining a key result -- Writing key results -- Comparing OKRs to Other Goal-Setting Systems -- OKRs versus SMART goals -- OKRs versus KPIs -- OKRs versus 4DX -- OKRs versus BSC -- Chapter 2 The Benefits of OKRs -- Overcoming Common Organizational Challenges with OKRs -- Acknowledging the difficulty of executing strategy -- The two main causes of execution failure -- Measurement is crucial -- Recognizing the challenge of sustaining growth -- The slow drip of internal issues -- Opportunities! So many opportunities! -- Working with the threat of disruption -- Understanding How Your People Will Benefit from OKRs -- Focusing on what matters most -- Aligning from top to bottom and beyond -- Thinking vertically -- The silo scourge -- Rooting out dependencies -- Increasing engagement -- Driving accountability with strategic knowledge -- Rising to the next level through visionary thinking -- Working within a system that is easy to understand and use -- Part 2 Preparing to Create OKRs -- Chapter 3 First Things First: Identify Why You Are Creating OKRs -- Knowing How Not to Kick Off Your OKRs Journey -- Avoid having your administrative assistant call consultants -- What to do instead -- Don't embark on a change effort lightly -- What to do instead -- Getting to Your "Why" for Creating OKRs -- Determining your unique reason for implementing OKRs -- The need for awareness and execution of strategy -- A way to manage fast growth The need to correct misalignment -- A method for keeping the right focus -- Knowing your why is crucial -- Chapter 4 Filling Vital OKRs Roles within the Organization -- Securing an Executive Sponsor: A Critical Component -- Understanding Executive Sponsorship and Why It's Important -- Possessing knowledge of OKRs -- Defining success and why you believe in OKRs -- Championing the use of OKRs at the senior leadership level -- Approving funding for the initiative -- Determining your OKRs "playbook" with the champion and executive team -- Serving as a final point of escalation on OKRs issues -- Seeing sponsorship in action -- Gaining executive sponsorship -- Choosing Your OKRs Champion: A Vital Role for OKRs success -- Understanding the role of an OKRs champion -- Picking the perfect OKRs champion -- Grasping why the champion is critical to OKRs success -- Bringing OKRs Ambassadors On Board -- Understanding the Role of an OKRs Ambassador -- Serving as internal OKR expert and evangelist of the system -- Coaching teams on creating and reviewing OKRs -- Helping teams distinguish between business-as-usual work and OKRs -- Acting as a point of contact for all things OKR-related for their area -- Serving as liaison with other ambassadors and the champion -- Outlining the Profile of an OKRs Ambassador -- Maximizing OKRs Success with Ambassadors -- Chapter 5 Determining Where and When to Create OKRs -- Determining When to Use OKRs -- Creating OKRs at the Company Level Only -- Some benefits to starting at the top level -- More benefits of starting at the top -- Now for the disadvantages of top-level OKRs -- Prerequisites for company-level OKRs -- Creating OKRs at Both the Company-and Team Levels -- Deciding which teams and units to include -- Deciding between following the org chart or linking dependent teams -- Creating customer-based OKRs Creating Individual OKRs for the Entire Organization -- Yes, Google does it, but you may not want to -- More issues with individual OKRs -- Considering Other Options for Where to Create OKRs -- Piloting at a business unit or team -- Advantages of a pilot program -- Disadvantages of a pilot program -- Using OKRs for projects -- Using OKRs for support groups -- The "yes" part of OKRs with support groups -- The "but" part of using OKRs with support groups -- Setting the Right Cadence for OKRs -- Timing company-level OKRs (Hint: Annual works best) -- Sizing up why annual OKRs work best for the top level -- Allotting sufficient time for major shifts -- Setting the cadence for key results -- Determining whether quarters or trimesters are right for you -- The quarterly cadence isn't set in stone -- The trimester as an alternative -- Setting the OKRs timeline -- Chapter 6 The Raw Materials of OKRs: Mission, Vision, and Strategy -- Agreeing on the Definitions of "Mission," "Vision," and "Strategy" -- Mission: Stating Why Your Business Exists -- Yes, you need to take the time to create a mission statement -- Knowing what makes an effective mission statement -- If you already have a mission statement -- Vision: Creating Your Picture of the Ideal Future -- Understanding the ins and outs of vision statements -- Knowing what makes an effective vision statement -- Quantified and time bound -- Brainstorming your vision statement -- Strategy: Getting Your Priorities Straight -- Understanding why strategy is critical to OKRs -- Getting started with strategy -- What do you sell? -- Who are your customers? -- Why do customers buy from you - what is your value proposition? -- Playing 21 Questions -- Subquestions for "What do you sell?" -- Subquestions for "Who are your customers?" -- Subquestions for "Why do customers buy from you? What is your value proposition?" Part 3 Creating OKRs -- Chapter 7 Preparing to Create OKRs -- Training Your Organization for OKRs Success -- Grasping why training is critical -- Mastering the fundamentals -- Boosting confidence -- Speeding up learning -- Preparing for training -- Considering who should lead the training -- Deciding who should receive the training -- Providing materials to be read before training -- Getting your training off to a good start -- Warming up with an icebreaker or introductions -- Including your executive sponsor -- Working with the Training Curriculum -- Starting with a story -- Giving your participants a history lesson -- Defining your terms -- Illustrating an effective OKR with an example -- Distinguishing between the types of key results -- Sharing the characteristics of OKRs -- Learning by doing -- Kick Off Your Shoes Hotels OKRs case study -- Interview with Melissa Jacobs, Chief Executive Officer -- Finishing strong -- Knowing whether virtual training is effective -- Being prepared -- Knowing your material -- Offering interactive activities -- Setting expectations for everyone -- Keeping the session relatively short -- Determining Your OKRs Philosophy -- Weighing whether to use business-as-usual activities for OKRs -- Drawbacks of BAU as OKRs -- When BAU as OKRs may be appropriate -- Creating a dashboard of "health of the business" metrics -- Chapter 8 Rolling Up Your Sleeves, Part 1: Creating Objectives -- Working with the Various Types of Objectives -- Looking ahead: Annual objectives -- Facing the here and now: quarterly or trimester OKRs -- Dealing with necessary on-the-fly objectives -- Walking through the Process for Creating Objectives -- Asking the fundamental objective setting question (based on the cadence) -- Making a list of possible objectives -- Sequencing your list -- Make the objective attainable Consider the timing of various objectives -- Choosing the most important objectives -- Using your formula -- Exploring Other Ways to Help You Set Objectives -- Using rituals -- Drawing on the wisdom of crowds -- Considering what's holding you back -- Incorporating the Characteristics of Effective Objectives -- Making it qualitative -- Making it meaningful to you -- Ensuring that it's doable in the time period -- Aligning it vertically and horizontally -- Keeping it easy to read and understand -- Controlling the necessary resources -- Providing business value -- Chapter 9 Rolling Up Your Sleeves, Part 2: Creating Key Results -- Looking at the Types of Key Results -- Metric key results -- Milestone key results -- Walking through the Process of Creating Key Results -- Determining your business impact key result by asking the fundamental question -- Telling the story of success using leading key results -- Telling the story by working backward -- Telling the story by measuring the objective -- Don't look for perfect key results -- Using the formulas -- Incorporating the Characteristics of an Effective Key Result -- Making it quantitative -- Shooting for stretch - but ensuring that it's attainable -- Limiting the number of key results -- Making it specific -- Ensuring that it's a key result, not a task -- Fighting the "You can't measure what we do" syndrome -- Chapter 10 Making Your OKRs Even Stronger -- Ensuring Alignment among OKRs -- Using vertical alignment to drive strategy execution -- Think connecting, not cascading -- The problems with cascading -- The power of intrinsic motivation -- Focus on connecting, not cascading -- Achieving horizontal alignment by managing dependencies -- Answering Some FAQs about OKRs that You're Sure to Get -- What if I can't measure business impact during the quarter? What is the difference between committed and aspirational OKRs? OKR (DE-588)1233331183 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Strategische Planung (DE-588)4309237-8 s Strategisches Management (DE-588)4124261-0 s DE-604 OKR (DE-588)1233331183 s Erscheint auch als Online-Ausgabe 978-1-394-18350-0 Erscheint auch als Online-Ausgabe 9781394183494 |
| spellingShingle | Niven, Paul R. OKRs Intro -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- About This Book -- Foolish Assumptions -- Icons Used in This Book -- Beyond the Book -- Where to Go from Here -- Part 1 Introducing OKRs -- Chapter 1 Achieving Goals with OKRs -- OKRs Are a Goal-Setting System -- Seeing the Value in Goal Setting -- Examining the Components of OKRs -- Defining an "objective" -- Writing a basic objective -- Defining a key result -- Writing key results -- Comparing OKRs to Other Goal-Setting Systems -- OKRs versus SMART goals -- OKRs versus KPIs -- OKRs versus 4DX -- OKRs versus BSC -- Chapter 2 The Benefits of OKRs -- Overcoming Common Organizational Challenges with OKRs -- Acknowledging the difficulty of executing strategy -- The two main causes of execution failure -- Measurement is crucial -- Recognizing the challenge of sustaining growth -- The slow drip of internal issues -- Opportunities! So many opportunities! -- Working with the threat of disruption -- Understanding How Your People Will Benefit from OKRs -- Focusing on what matters most -- Aligning from top to bottom and beyond -- Thinking vertically -- The silo scourge -- Rooting out dependencies -- Increasing engagement -- Driving accountability with strategic knowledge -- Rising to the next level through visionary thinking -- Working within a system that is easy to understand and use -- Part 2 Preparing to Create OKRs -- Chapter 3 First Things First: Identify Why You Are Creating OKRs -- Knowing How Not to Kick Off Your OKRs Journey -- Avoid having your administrative assistant call consultants -- What to do instead -- Don't embark on a change effort lightly -- What to do instead -- Getting to Your "Why" for Creating OKRs -- Determining your unique reason for implementing OKRs -- The need for awareness and execution of strategy -- A way to manage fast growth The need to correct misalignment -- A method for keeping the right focus -- Knowing your why is crucial -- Chapter 4 Filling Vital OKRs Roles within the Organization -- Securing an Executive Sponsor: A Critical Component -- Understanding Executive Sponsorship and Why It's Important -- Possessing knowledge of OKRs -- Defining success and why you believe in OKRs -- Championing the use of OKRs at the senior leadership level -- Approving funding for the initiative -- Determining your OKRs "playbook" with the champion and executive team -- Serving as a final point of escalation on OKRs issues -- Seeing sponsorship in action -- Gaining executive sponsorship -- Choosing Your OKRs Champion: A Vital Role for OKRs success -- Understanding the role of an OKRs champion -- Picking the perfect OKRs champion -- Grasping why the champion is critical to OKRs success -- Bringing OKRs Ambassadors On Board -- Understanding the Role of an OKRs Ambassador -- Serving as internal OKR expert and evangelist of the system -- Coaching teams on creating and reviewing OKRs -- Helping teams distinguish between business-as-usual work and OKRs -- Acting as a point of contact for all things OKR-related for their area -- Serving as liaison with other ambassadors and the champion -- Outlining the Profile of an OKRs Ambassador -- Maximizing OKRs Success with Ambassadors -- Chapter 5 Determining Where and When to Create OKRs -- Determining When to Use OKRs -- Creating OKRs at the Company Level Only -- Some benefits to starting at the top level -- More benefits of starting at the top -- Now for the disadvantages of top-level OKRs -- Prerequisites for company-level OKRs -- Creating OKRs at Both the Company-and Team Levels -- Deciding which teams and units to include -- Deciding between following the org chart or linking dependent teams -- Creating customer-based OKRs Creating Individual OKRs for the Entire Organization -- Yes, Google does it, but you may not want to -- More issues with individual OKRs -- Considering Other Options for Where to Create OKRs -- Piloting at a business unit or team -- Advantages of a pilot program -- Disadvantages of a pilot program -- Using OKRs for projects -- Using OKRs for support groups -- The "yes" part of OKRs with support groups -- The "but" part of using OKRs with support groups -- Setting the Right Cadence for OKRs -- Timing company-level OKRs (Hint: Annual works best) -- Sizing up why annual OKRs work best for the top level -- Allotting sufficient time for major shifts -- Setting the cadence for key results -- Determining whether quarters or trimesters are right for you -- The quarterly cadence isn't set in stone -- The trimester as an alternative -- Setting the OKRs timeline -- Chapter 6 The Raw Materials of OKRs: Mission, Vision, and Strategy -- Agreeing on the Definitions of "Mission," "Vision," and "Strategy" -- Mission: Stating Why Your Business Exists -- Yes, you need to take the time to create a mission statement -- Knowing what makes an effective mission statement -- If you already have a mission statement -- Vision: Creating Your Picture of the Ideal Future -- Understanding the ins and outs of vision statements -- Knowing what makes an effective vision statement -- Quantified and time bound -- Brainstorming your vision statement -- Strategy: Getting Your Priorities Straight -- Understanding why strategy is critical to OKRs -- Getting started with strategy -- What do you sell? -- Who are your customers? -- Why do customers buy from you - what is your value proposition? -- Playing 21 Questions -- Subquestions for "What do you sell?" -- Subquestions for "Who are your customers?" -- Subquestions for "Why do customers buy from you? What is your value proposition?" Part 3 Creating OKRs -- Chapter 7 Preparing to Create OKRs -- Training Your Organization for OKRs Success -- Grasping why training is critical -- Mastering the fundamentals -- Boosting confidence -- Speeding up learning -- Preparing for training -- Considering who should lead the training -- Deciding who should receive the training -- Providing materials to be read before training -- Getting your training off to a good start -- Warming up with an icebreaker or introductions -- Including your executive sponsor -- Working with the Training Curriculum -- Starting with a story -- Giving your participants a history lesson -- Defining your terms -- Illustrating an effective OKR with an example -- Distinguishing between the types of key results -- Sharing the characteristics of OKRs -- Learning by doing -- Kick Off Your Shoes Hotels OKRs case study -- Interview with Melissa Jacobs, Chief Executive Officer -- Finishing strong -- Knowing whether virtual training is effective -- Being prepared -- Knowing your material -- Offering interactive activities -- Setting expectations for everyone -- Keeping the session relatively short -- Determining Your OKRs Philosophy -- Weighing whether to use business-as-usual activities for OKRs -- Drawbacks of BAU as OKRs -- When BAU as OKRs may be appropriate -- Creating a dashboard of "health of the business" metrics -- Chapter 8 Rolling Up Your Sleeves, Part 1: Creating Objectives -- Working with the Various Types of Objectives -- Looking ahead: Annual objectives -- Facing the here and now: quarterly or trimester OKRs -- Dealing with necessary on-the-fly objectives -- Walking through the Process for Creating Objectives -- Asking the fundamental objective setting question (based on the cadence) -- Making a list of possible objectives -- Sequencing your list -- Make the objective attainable Consider the timing of various objectives -- Choosing the most important objectives -- Using your formula -- Exploring Other Ways to Help You Set Objectives -- Using rituals -- Drawing on the wisdom of crowds -- Considering what's holding you back -- Incorporating the Characteristics of Effective Objectives -- Making it qualitative -- Making it meaningful to you -- Ensuring that it's doable in the time period -- Aligning it vertically and horizontally -- Keeping it easy to read and understand -- Controlling the necessary resources -- Providing business value -- Chapter 9 Rolling Up Your Sleeves, Part 2: Creating Key Results -- Looking at the Types of Key Results -- Metric key results -- Milestone key results -- Walking through the Process of Creating Key Results -- Determining your business impact key result by asking the fundamental question -- Telling the story of success using leading key results -- Telling the story by working backward -- Telling the story by measuring the objective -- Don't look for perfect key results -- Using the formulas -- Incorporating the Characteristics of an Effective Key Result -- Making it quantitative -- Shooting for stretch - but ensuring that it's attainable -- Limiting the number of key results -- Making it specific -- Ensuring that it's a key result, not a task -- Fighting the "You can't measure what we do" syndrome -- Chapter 10 Making Your OKRs Even Stronger -- Ensuring Alignment among OKRs -- Using vertical alignment to drive strategy execution -- Think connecting, not cascading -- The problems with cascading -- The power of intrinsic motivation -- Focus on connecting, not cascading -- Achieving horizontal alignment by managing dependencies -- Answering Some FAQs about OKRs that You're Sure to Get -- What if I can't measure business impact during the quarter? What is the difference between committed and aspirational OKRs? OKR (DE-588)1233331183 gnd Strategisches Management (DE-588)4124261-0 gnd Strategische Planung (DE-588)4309237-8 gnd |
| subject_GND | (DE-588)1233331183 (DE-588)4124261-0 (DE-588)4309237-8 |
| title | OKRs |
| title_alt | OKRs for Dummies |
| title_auth | OKRs |
| title_exact_search | OKRs |
| title_exact_search_txtP | OKRs |
| title_full | OKRs by Paul R. Niven |
| title_fullStr | OKRs by Paul R. Niven |
| title_full_unstemmed | OKRs by Paul R. Niven |
| title_short | OKRs |
| title_sort | okrs |
| topic | OKR (DE-588)1233331183 gnd Strategisches Management (DE-588)4124261-0 gnd Strategische Planung (DE-588)4309237-8 gnd |
| topic_facet | OKR Strategisches Management Strategische Planung |
| work_keys_str_mv | AT nivenpaulr okrs AT nivenpaulr okrsfordummies |