Description of the organizational coupling mechanisms (vertical)
| Providing direction | Allowing participation | Nudging implementation |
|---|---|---|
| OKRs help the management team to align the organization around a direction to pursue | Through OKRs, employees are enabled to take part in defining meaningful objectives | OKRs allow teams to set their own objectives which remain rooted in the organizational ones |
| OKRs provide a sense of direction and purpose You feel more part of the company when the OKRs are created: it means being included in the company OKRs, it contributes to your sense of belonging | Employees define a roadmap which makes the vision achievable Each team has a vision, which ideally should map to the vision of the company Then also the teams' objectives go towards the objectives of the company | Definition is based on organizational OKRs We wait for the company OKRs to be created and communicated to start determining the department and team OKRs. This is because we want the teams to base their OKRs as much as possible on the ones from the company |
| OKRs align everybody to the organizational vision The OKRs at company level are the OKRs of the CEO and the leadership team. These OKRs translate the leadership team vision into reality, and clarify it for everyone | Employees are involved in defining organizational goals [This objective] has been suggested by many teams in the company as a stronger priority for this quarter, before designing the company OKRs | Definition is progressive throughout the organization Something in our team has to reflect these company OKRs. Then we as a team, have workshops to determine our objectives and key results |
| OKRs help to prioritize actions [OKRs help] to clarify real priorities, because the system should focus on few very important matters. Only the most urgent and the most important for that quarter | Employees contribute to defining the vision Every team would send us insights and ideas. … At the end, the CEO should decide the final version, … listening to the insights from all teams | Definition occurs collaboratively We worked for two hours in a workshop [on the initial OKR formulation]. It was two objectives with five KRs each, so it's, you know, 10–12 sentence. But it's not easy to create them and to make sure that everyone in the team feels represented |
| Providing direction | Allowing participation | Nudging implementation |
|---|---|---|
| OKRs help the management team to align the organization around a direction to pursue | Through OKRs, employees are enabled to take part in defining meaningful objectives | OKRs allow teams to set their own objectives which remain rooted in the organizational ones |
| OKRs provide a sense of direction and purpose | Employees define a roadmap which makes the vision achievable | Definition is based on organizational OKRs |
| OKRs align everybody to the organizational vision | Employees are involved in defining organizational goals | Definition is progressive throughout the organization |
| OKRs help to prioritize actions | Employees contribute to defining the vision | Definition occurs collaboratively |
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