This is not the first time I make the next comment: from time to time, I feel that more and more OKRs (Objectives and Key Results) -, have become a kind of (Key Results), some kind of (modinha’. Companies claim that they have the tool and use it in their daily lives, throughout their processes, but I wonder internally if they are doing it correctly.
Some of these companies, after a while using the tool, end up adopting a contrary movement: the abandonment of OKRs, because 'DO not work’. Many people have come to me and commented that you can not talk about OKRs in a certain organization, because consultant X implemented and went wrong and the CEO, or the owner, or the team, are averted.
Believe me, there were few times when the situation I described above happened. Did it really not work or you, along with the employees, who did not know how to use or brought someone to support you who had experience of slides? After all, let's be honest, with an implementation performed in a wrong way, it is practically impossible to use the OKRs and get your best advantage.
Recently, I saw managers claiming that the tool seems a good solution and that after a period, it shows a trap, which diverts focus and attention, making the team in general unproductive. It was analyzing these cases that I was worried, thinking about how the OKRs were being applied, since one of its premises is to give greater clarity to the needs, to the direction to be followed and to the actions to be taken, which will allow to arrive at better results.
The truth is that to use this methodology in your company, you need to keep in mind that OKRs are no magic formula and that they will not transform the organization overnight. The tool requires a change in organizational culture to work and the management needs to be extremely aligned with the team, counting on the help of each one to set goals and build the goals.
In this sense, I decided to list the three ways of not doing OKRs, to serve as an alert to those managers who are implementing the tool in the wrong way and also to help those who want to start using:
Third way: find that it is simple and that it is easy to implement, after reading a book like 2Evaluate what matters’.
First path: assign responsibility to third parties, either to the consultant or the project leader, because otherwise, the change will not happen and the responsibility for a project of this is the leadership.
Second way: believe me, this is no use, because the change of culture does not happen overnight.
