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1、The Global Stateof OKRsTRENDS REPORT 2023Table of ContentsExecutive summary 38 Key Findings 3Best practices of overachievers 4Introduction 5Scope 5Respondent typology 5Why OKRs?7Key challenges 7Motivations for using OKRs 8Strategic Performance and OKRs 10Strategic performance indicators 10The OKR Ov

2、erachievers 12OKRs in Day-to-Day Practice 14Who contributes to OKRs?14Aligning OKRs with the right levels of the organization 15Setting the right time frame for OKRs 17Tracking OKR progress 18Linking OKRs to individual performance 20Linking OKRs to business and accounting cycles 21Making 23OKRs work

3、 23Who is responsible for OKRs?23Encouraging OKR adoption 25Managing and tracking of OKRs 26OKRs and training 28Conclusion and Key Takeaways 30Appendix 31Methodology 31Glossary 322The Global State of OKRs|2023The worlds most successful and most valuable companies distinguish themselves by creating a

4、n inspiring vision with ambitious goals combined with a superior ability to execute that vision.Many of these successful companies,including Adobe,Deloitte,Meta,and Societe Generale,use the Objective and Key Results(OKRs)management framework to achieve their goals.OKRs are becoming a standard practi

5、ce across various industries and companies of all sizes.Despite the increasing popularity,there is little information about what the best practices to operationalize OKRs are and the effect these practices can deliver.To answer these questions and many others,Quantive and OKRmentors conducted a firs

6、t-of-its-kind survey of 466 corporate leaders to better understand the practices of strategy execution and the use of OKRs.Here are the 8 key findings from responses across various countries,industries,and company sizes.The OKR revolution is here,and its global.From tiny startups to huge enterprises

7、 across borders and business sectors,the OKR method has taken root.A more mature OKRs practice is strongly associated with enhanced strategic performance.Organizations with extensive knowledge of OKRs exhibit significantly superior outcomes across multiple strategic performance indicators,surpassing

8、 their counterparts by a substantial margin.OKRs are still gaining traction within organizations.Less than half of respondents have used OKRs for over three years(48%).The main motivations for implementing OKRs are improving alignment(61%),increasing performance(61%),and having better prioritization

9、(49%).Almost half of the organizations(46%)perceive themselves as performing below average in the execution of their OKRs.Of these respondents,many are either in the early stages of adopting OKRs or say they lack sufficient knowledge of OKRs.Effectively executing strategy brings a diverse amount of

10、challenges.The primary challenges organizations face regarding strategic performance include frequent changes in strategy,a need for greater alignment,disconnection between strategy and daily operations,and ineffective communication and understanding of the strategy.Executive summary8 Key Findings3T

11、he Global State of OKRs|2023OKRs do not follow a one-size-fits-all approach.There is considerable heterogeneity across responses,highlighting the diverse application of OKRs to meet the unique needs of various businesses.OKR adoption does not differ significantly based on geography,organization size

12、,or industry.However,the level of OKR knowledge within an organization has a significant impact,as overachievers employ OKRs differently than their peers.Overachievers are the respondents who report being very experienced with OKRs.As a result,they also report significantly better strategic performa

13、nce compared with respondents who rate themselves and their organizations as being at the beginner,“okay,”and“good”stages of adopting OKRs.This is what overachievers do differently from their peers:They use quarterly cycles for setting OKRs,as opposed to biannual or annual cycles.They hold more freq

14、uent check-ins to discuss progress toward OKRs.They have larger teams and more roles involved with OKRs.These can include a designated OKR lead or OKR sponsor,an internal network of OKR champions,as well as external coaches or trainers that provide additional support.The implementation of OKRs begin

15、s at the highest levels,with a greater number of overachievers adopting OKRs at the company and business line levels.Overachievers seamlessly integrate their OKRs with existing company processes such as business and accounting cycles and performance evaluations.They use specialized solutions(not spr

16、eadsheets)for managing and tracking OKR progress.They design and implement a robust OKR training approach that leverages internal and external know-how.Best practices of overachievers4The Global State of OKRs|2023IntroductionScopeQuantive and OKRmentors partnered to survey managers and leaders invol

17、ved with OKRs about their strategies and practices.The research generated more than 300,000 data points.The findings cover key challenges,motivations,and day-to-day practices when it comes to establishing and using OKRs.The report presents high-level survey findings and also zeros in on the practice

18、s that differentiate organizations with mature OKR strategies from their peers.Weve also included actionable insights from a global OKR strategy execution expert,founder of OKRmentors Elie Casamitjana.This report aims to provide valuable insights for decision-makers,change,strategy,and transformatio

19、n professionals aiming to improve their strategic performance and execution.It highlights the widespread use of OKRs and their applications as well as how the best performers leverage the method to make a difference.Respondent typologyWe surveyed 466 leaders that currently use OKRs across 13 countri

20、es,more than 20 industries,and companies of all sizes.Headquarters locationThe research has covered 13 target countries with the following distribution of respondents:36%United States&Canada 20%United Kingdom&Ireland 9%Germany&Switzerland 14%France,Netherlands,Sweden,Norway,Finland 11%Australia 6%UA

21、EInvolvement with OKRsWhen asked about their involvement with OKRs,most of respondents have indicated having several roles:Besides their leadership or day to day responsibilities,90%of respondents have a direct role in OKR implementation:19%are executive sponsors of OKRs 18%own the OKR process 53%ar

22、e internal OKR coaches or championsThe remaining respondents are mostly leaders who contribute and manage OKRsIndustry The panel comprises a relatively equal representation across industries from retail,information technology,and services,to manufacturing,telecommunication,pharma,and automotive,with

23、 a few highlights in representation from finance,banking,and software and technology.5The Global State of OKRs|2023Seniority level Company sizeYears of experience with OKRs6The Global State of OKRs|2023Why OKRs?Key challengesWe asked respondents to list their top three challenges when it comes to ex

24、ecuting their overall business strategy.“Our strategy changes too often”is the No.1 challenge for more than 25%of respondents.“There isnt full alignment or full support for the strategy”is one of the top three challenges for two-thirds(66%)of respondents.“Our strategy is disconnected from day-to-day

25、 operations”is one of the three biggest challenges for more than 60%of respondents.Poor communication about strategy and lack of transparency are also top challenges for more than 50%of respondents.Key findingsBiggest challenges when executing strategy12712127The Global State of OKRs|2023What the ex

26、pert saysThese statistics illustrate the diverse range of challenges companies encounter when bridging the divide between strategy and execution,specifically in terms of focus,alignment,and fostering engagement with the strategy in day-to-day operations.Companies must define and align on key challen

27、ges during the process of implementing OKRs in order to establish a strong foundation for success.TrendsThese trends are consistent across all countries,organization sizes,and industries but variations arise based on companies experience using OKRs.Companies that are less knowledgeable about OKRs st

28、ruggle the most with poor strategy communication and understanding.Conversely,this is the least common challenge for companies with the most OKR experience.Elie Casamitjana,OKRmentorsMotivations for using OKRsWe asked respondents about their primary motivations for using goal-setting within their or

29、ganizations.Most respondents had multiple motivations these are the top three:Improve alignment(61%)Improve performance(61%)Priority setting(49%)Key findings8The Global State of OKRs|2023TrendsWhile goal-setting trends remain relatively consistent across the respondent typology,subtle variations eme

30、rge between countries.Improving performance is a higher priority for companies headquartered in the UK,Germany,Switzerland,and Australia.Creating alignment with vision and strategy is a stronger motivator for companies headquartered in other European countries,the US,and Canada.The top motivator for

31、 the UAE is,uniquely,accelerating growth rates.Primary motivations for goal-settingElie Casamitjana,OKRmentorsThese figures confirm the critical challenges reported by companies across the globe.Industries are evolving at lightning speed,forcing organizations to hasten the pace of innovation.Therefo

32、re,its strategic to set priorities on an ongoing basis to improve performance and drive growth.Another critical challenge is employee engagement,which is a goal-setting motivation for 35%of respondents.Communicating high-level business goals throughout the organization enables leaders to ensure all

33、employees are aligned and working to achieve the companys mission.What the expert saysCreating strategic alignment9The Global State of OKRs|2023Strategic Performance and OKRsStrategic performance indicatorsKey findingsWe asked respondents how they rate their company when it comes to five strategic p

34、erformance levers.This trend is similar across the respondent typology but shows significant differences depending on the years of experience with OKRs.Overall performance ratingMore than 50%of leaders using OKRs believe they are at least“above average”when it comes to their ability to enact various

35、 strategic performance indicators.Of these,14%believe they are“excellent.”10The Global State of OKRs|2023Execution 17%of leaders with 3+years of experience with OKRs evaluate themselves as excellent in their ability to execute.Thats 5.7 times more than beginners.Track&Share Progress 57%of leaders wi

36、th 3+years of experience with OKRs evaluate themselves as excellent or above average in their ability to track and share progress.Thats 2.5 times more than beginners.Focus18%of leaders with 3+years of experience with OKRs evaluate themselves as excellent in their ability to focus.Thats 6 times more

37、than beginners.Agility&Adaptation 17%of leaders with 3+years of experience with OKRs evaluate themselves as excellent in their ability to be agile and adapt.Thats 3.4 times more than beginners.Alignment54%of leaders with 3+years of experience with OKRs evaluate themselves as excellent or above avera

38、ge in their ability to align teams.Thats 1.9 times more than beginners.Annual achievement57%of leaders with 3+years of experience with OKRs evaluate themselves as excellent in their ability to achieve their strategic potential.Thats 1.2 times more than beginners.Elie Casamitjana,OKRmentorsOrganizati

39、ons with significant experience using OKRs demonstrate a higher level of comfort across all areas that influence their strategic performance,surpassing their counterparts by significant margins.This finding confirms OKRs drive meaningful impact and return on investment for companies looking to impro

40、ve their strategic execution.It also indicates that while companies experience immediate gains after implementing OKRs,the benefits do not diminish several years later.Changes dont happen overnight,but continuity and discipline pay off.What the expert saysTrendsThere is a direct correlation between

41、years of experience with OKRs and strategic performance indicators.Leaders with more experience using OKRs tend to evaluate themselves more positively across six strategic performance indicators.11The Global State of OKRs|2023The OKR OverachieversOne of the key questions we asked our respondents is

42、how comfortable they feel using the OKR method.Their answers are heterogenous but very telling.Almost a quarter(24%)believe their organization is“good”at using OKRs,while only 5%selected the answer option“Excellent,were overachievers.”A fifth(20%)of organizations are just getting started with OKRs a

43、nd just over half(51%)consider themselves“okay”at OKRs.In total,71%of respondents the vast majority believe their organization has yet to master OKRs.This trend is similar across the respondent typology with the exception of company size the larger an organization is,the more comfortable it is with

44、OKRs.How knowledgeable is your organization when it comes to OKRs?Key findings Employee size12The Global State of OKRs|2023Focus48%of overachievers evaluate themselves as excellent in their ability to focus 16 times higher than beginners.Agility&adaptation 62%of overachievers evaluate themselves as

45、excellent in their ability to be agile and adapt 62 times higher than beginners.Alignment43%of overachievers evaluate themselves as excellent in their ability to align teams 14 times higher than beginners.Annual achievement33%of overachievers evaluate themselves as excellent in their ability to achi

46、eve their strategic potential 12 times higher than beginners.Elie Casamitjana,OKRmentorsBecoming proficient in OKRs requires time and effort.But the leaders and organizations who prioritize mastering OKRs experience significant improvements in all areas of strategic execution by impressive margins.S

47、o,the question is:What does it take to become an OKR overachiever?What the expert saysFor OKR overachievers and beginners,the differences in strategic performance indicators are vast.From here on,well highlight insights into overachievers top tactics so your organization can benefit from their best

48、practices.There is a clear,direct correlation between respondents level of comfort with OKRs and their companys strategic performance indicators.Those who rated themselves OKR“overachievers”perform better across all metrics.TrendsExecution 33%of overachievers evaluate themselves as excellent in thei

49、r ability to execute 10 times higher than beginners.Track&share progress 43%of overachievers evaluate themselves as excellent or above average in their ability to track and share progress 7 times higher than beginners.13The Global State of OKRs|2023OKRs in Day-to-Day PracticeWho contributes to OKRs?

50、Key findingsWe asked respondents how many people in their organization are involved with OKRs.This trend is consistent across all countries and company sizes.The one exception?The organizations level of experience with OKRs.Proportion of people who own or contribute to at least one OKRThe proportion

51、 of OKR contributors within a company is correlated with an organizations maturity level with OKRs.Two-thirds(67%)of overachievers assign OKRs to 75%or more of the organization,compared to just 3%of beginners.What do overachievers do?55%of organizations require 50-100%of their employees to own or co

52、ntribute to at least one OKR.14The Global State of OKRs|2023Elie Casamitjana,OKRmentorsThese statistics validate the benefits of gradual OKR rollouts.The level of involvement of individual contributors is directly linked to their experience and familiarity with OKRs,which aligns with the recommended

53、 approach of implementing the method incrementally across teams,particularly in large organizations.What the expert saysExpert adviceExplore a step-by-step approach to implementing OKRs.The first crucial step is to ensure the active participation and proficiency of your companys leaders.Aligning OKR

54、s with the right levels of the organizationKey findingsWe asked respondents how they align OKRs to different levels of their organizations.The majority of organizations set OKRs at multiple levels.65%align OKRs with lines of business or division-level objectives.59%set OKRs at the company-wide level

55、.53%assign OKRs at the functional teams level.A minority of organizations set OKRs for cross-functional teams or individuals.These trends are consistent across countries,organization sizes,and industries.15The Global State of OKRs|2023At what levels are OKRs set?Overachievers tend to involve more le

56、vels with OKRs.In particular,they more frequently set OKRs at the company level and cross-functional teams level than beginner counterparts.What do overachievers do?Elie Casamitjana,OKRmentorsSetting OKRs at the right levels is an important decision for leaders.Assigning OKRs to more levels of the o

57、rganization has the benefit of involving more people with a companys strategic priorities in a qualitative and quantifiable way.But leaders have to proceed cautiously involving more stakeholders in OKRs requires more work to ensure vertical and horizontal alignment throughout the organization.Thats

58、especially true when it becomes necessary to update or evolve OKRs.What the expert saysExpert adviceCompany-level and team-level OKRs have the biggest impact,so this is where leaders in the early phases of OKR adoption should focus their attention.Organization-wide OKRs are important for setting ove

59、rall business priorities,while team-level OKRs help connect day-to-day tasks to high-level strategy.Start with these two levels and progressively add more based on your companys motivation and need for alignment,focus,and engagement.16The Global State of OKRs|2023Setting the right time frame for OKR

60、sKey findingsWe asked respondents about their organizations cadence for setting,executing,and evaluating OKRs.Over half(51%)of organizations have a quarterly OKR cycle,while a quarter(27%)establish OKRs on an annual basis.This trend remains consistent across countries and industries,but differs amon

61、g larger and smaller organizations.Smaller organizations have more frequent OKR cycles.Over half of companies with less than 1,000 employees,56%set OKRs on a quarterly cycle compared with 20%that use an annual cycle.For companies with more than 1,000 employees,less than half(41-49%)use a quarterly c

62、ycle,while approximately a third(32-39%)use annual cycles.Duration of OKR cycles71%(a significant majority)of overachievers set quarterly cycles for their ORKs.Thats 1.5 times higher than their beginner counterparts.What do overachievers do?17The Global State of OKRs|2023Elie Casamitjana,OKRmentorsT

63、he timeline you use to measure OKRs plays a vital role in your success.Quarterly OKR cycles provide the opportunity to adjust your strategic execution four times a year.This approach strikes a favorable balance compared to shorter monthly cycles,which can impose time constraints,and longer annual cy

64、cles that may feel disconnected from day-to-day realities.Some organizations leverage multiple OKR cycles simultaneously to harness the advantages of each.For instance,you can adopt an annual cycle for high-level company-wide or business-line objectives,while using quarterly cycles for more tactical

65、 OKRs at the team level.What the expert saysExpert adviceI recommend using a hybrid approach that aligns objectives to an annual cycle and key results to a quarterly timetable,ensuring you are executing against long-term goals while making short-term progress.As leaders and teams become more adept a

66、t using OKRs,you can layer on additional OKR cycles at other business levels to ensure focus,direction,alignment,and engagement.Tracking OKR progressKey findingsWe asked respondents how often they review their OKRs in teams to evaluate progress.37%review OKRs quarterly 28%review OKRs monthly 10%revi

67、ew OKRs weeklyThis trend is similar across industries and company sizes,but varies based on geography.Countries in the“Rest of Europe”segment are more likely to review OKRs monthly(41%)than quarterly(33%).18The Global State of OKRs|2023Frequency of OKR progress check-insOverachievers evaluate their

68、OKR progress frequently.57%of overachievers review their OKRs monthly or weekly,with 33%opting for weekly check-ins.Thats 4.7 times higher than beginners.What do overachievers do?Elie Casamitjana,OKRmentorsThe OKR check-in is a vital yet often overlooked necessity for OKR success.Frequent touch-base

69、s help teams keep OKRs top-of-mind in their day-to-day operations.These check-ins provide a dedicated space for dialogue on progress,allowing for meaningful discussions.Quarterly check-ins are simply not enough.By conducting check-ins on a weekly basis,you unlock 52 opportunities to align,challenge,

70、learn,and elevate your strategic execution game.This regular engagement enhances team collaboration and fosters continuous improvement in achieving objectives.What the expert saysExpert adviceHold OKR check-ins as frequently as possible weekly,if you can.A good way to start is by adding OKR status u

71、pdates to existing team meetings.Ten to 15 minutes is all it takes to effectively communicate key updates.19The Global State of OKRs|2023Linking OKRs to individual performanceKey findingsWe asked respondents whether their organizations evaluate employees performance based on OKR progress.56%use OKRs

72、 to help inform employee performance evaluations.17%use OKRs as the primary factor in evaluating performance.27%do not link OKRs to performance at all.This trend is similar across industries and company sizes but differs based on geography.Most organizations headquartered in the“DE&CH”(43%)and“Rest

73、of Europe”(52%)segments do not link OKRs to employee performance,while 31%of organizations in the UAE use OKRs as a primary basis for evaluating individuals job performance.How do companies align OKRs to employee performance?76%of overachievers link OKRs to employee performance evaluations in a dire

74、ct or indirect manner.Thats 1.4 times more than beginners.Of these,a third(33%)make OKRs a primary factor in performance evaluations.What do overachievers do?20The Global State of OKRs|2023Elie Casamitjana,OKRmentorsOKRs serve as a valuable tool for fostering alignment within teams and organizations

75、,ensuring clarity on which goals to pursue and providing a means to measure and track success.Furthermore,OKRs encourage teams to embrace ambition and strive for outcomes that may initially seem unattainable.Generally speaking,achieving 70%of your OKRs should be considered a satisfactory outcome.How

76、ever,when OKRs are linked to performance evaluations and financial incentives,employees become more cautious when setting metrics,resulting in less ambitious targets and ultimately,less ambitious outcomes.OKRs are most effective when implemented at the team level,as they foster collaboration,alignme

77、nt,and shared ambition among team members.By utilizing OKRs at this level,organizations can cultivate a culture of collective effort.What the expert saysExpert adviceEstablishing a loose link between OKRs and individual performance evaluation can serve as a source of motivation for individuals.Howev

78、er,quantifying this link may inadvertently lead to a reduction in team ambition.To address this,you can evaluate the quality of an individuals contribution to the process and delivery of OKRs.This approach allows for meaningful discussions between team members and managers regarding the individuals

79、involvement in strategic execution and their willingness to go the extra mile to achieve goals.By shifting the focus to qualitative assessments,you can create space to acknowledge individual efforts within the broader context of OKR achievement.Linking OKRs to business and accounting cyclesKey findi

80、ngsWe asked respondents whether they align their OKR cycle with their business and accounting cycles.This trend is similar across geographies,industries,and company size.58%say their OKR cycle coincides with business and accounting cycles.21The Global State of OKRs|2023Does your OKR cycle coincide w

81、ith your business and accounting cycles?81%of overachievers align their OKR cycles with their business and accounting cycles.Thats 1.8 times higher than their beginner counterparts.What do overachievers do?Elie Casamitjana,OKRmentorsOKRs serve as a bridge between strategic objectives and day-to-day

82、activities,which makes integration with other organizational processes crucial.What the expert saysExpert adviceTo make OKRs work smoothly,integrate OKR cycles and practices as closely as possible with your organizations existing processes,tools,and operations.This applies especially when performanc

83、e,planning,and priority management are involved.22The Global State of OKRs|2023MakingOKRs workWho is responsible for OKRs?Key findingsWe asked respondents who is responsible for the success of OKR implementation in their organization.The majority of organizations use a mix of roles:Nearly half(48%)a

84、ssign an OKR sponsor within the executive team 38%have a dedicated OKR lead on staff 25%establish a network of OKR champions from across the organization 17%tap an external OKR coachThis trend does not vary across geographies,industries,and company size.Who is responsible for the success of OKRs?23T

85、he Global State of OKRs|2023Overachievers tend to have larger teams involved with making OKRs work:OKR Lead(44%),Sponsor(44%)and Champion Network(46%).They involve champions and coaches 40%more often than their beginners counterparts.What do overachievers do?Elie Casamitjana,OKRmentorsThe beauty of

86、the OKR framework lies in its simplicity.However,implementing OKRs still represents a significant shift for organizations.Adopting OKRs transforms the way people prioritize,align,define success,and track progress and ultimately drives cultural change within the organization.One common mistake that o

87、rganizations make when starting with OKRs is assuming that simply having team dashboards with OKR metrics will suffice,and the rest will fall into place naturally.While it is important not to overcomplicate OKRs,it is crucial to recognize the profound impact they can have on an organization.This und

88、erstanding highlights the need for appropriate resources to drive and support this change effectively.What the expert saysExpert adviceTo ensure a successful OKR program,two key roles are needed.The first is the OKR lead,who is responsible for establishing the OKR process and works cross-functionall

89、y across the organization and with the executive team to ensure a streamlined rollout.The second role is the OKR sponsor,an executive tasked with elevating OKR outcomes within the executive team and helping the OKR lead to overcome challenges.You can also strengthen OKR adoption by involving manager

90、s and individual team members in the process through a network of OKR champions.An experienced OKR coach can also be valuable in helping you to implement OKRs effectively,avoid mistakes,and find the best approach for your organization and teams.24The Global State of OKRs|2023Encouraging OKR adoption

91、Key findingsHow is the use and adoption of OKRs encouraged?We asked respondents how their organization encourages the use and adoption of OKRs.The majority of organizations use a mix of tactics to encourage use and adoption:48%link OKRs to performance evaluations 47%hold leads accountable for adheri

92、ng to OKR practices 41%make OKRs a mandatory practice 41%train teams and individuals on OKR best practicesThis trend is similar across geographies,industries,and company size.62%of OKR overachievers see success by simply making OKRs a mandatory practice.But they dont stop there.Even more than the re

93、st of the sample,overachievers use a mix of all the available tactics:linking OKRs to performance evaluations(52%),deploying OKR champions and coaches(48%),holding managers accountable(48%),and training teams and individuals(43%).What do overachievers do?25The Global State of OKRs|2023Elie Casamitja

94、na,OKRmentorsOKR adoption relies on teams and individuals being willing to participate.It is important to explain what OKRs are and why they are beneficial.Mid-level managers play a crucial role in linking leadership and teams,while a network of champions and OKR coaches can support adoption across

95、business areas and departments.Making OKRs a general practice within the organization helps establish them as the shared language for strategic priorities,planning,and performance.What the expert saysExpert adviceIt is crucial to explain to your teams why and how OKRs will benefit them in their day-

96、to-day work,such as by providing more focus,alignment,and clearer direction.But its equally important to celebrate wins.You can make OKRs engaging by creating a celebratory atmosphere and promoting them through internal marketing campaigns.Managing and tracking of OKRsKey findingsWe asked respondent

97、s how they manage and track OKRs.36%use spreadsheets 27%use employee performance and HR software 24%use project management and collaboration software 9%use dedicated OKR softwareThis trend is consistent across geographies and industries but differs based on organization size.Larger organizations,wit

98、h 10,000 or more employees,are twice as likely to use OKR software as organizations with fewer than 1,000 employees.The same goes for organizations that hold weekly OKR check-ins these companies are 2.7 times more likely than the average company to use OKR software.26The Global State of OKRs|2023Hig

99、h performers have diverse approaches to managing and tracking OKRs,which is largely consistent with the rest of the sample.The primary distinction is their higher usage of OKR software compared to other groups.What do overachievers do?Elie Casamitjana,OKRmentorsThe easier it is for teams to engage w

100、ith OKRs,the better.Integration with existing tools is important for a smooth adoption.Simple solutions work well for small teams,while specialized solutions enhance alignment and visibility as the companies grow.What the expert saysExpert adviceIn the beginning,start simple and integrate OKRs with

101、your existing stack of solutions.But dont underestimate the importance of easy reporting and tracking for teams and leaders.A streamlined solution can be a game-changer for mid-size and large organizations.Solutions used to manage and track OKRs27The Global State of OKRs|2023OKRs and trainingKey fin

102、dingsOKR training methodsWe asked respondents how they provide the training necessary to use OKRs successfully.48%provide OKR training as part of their in-house training curriculum 41%dont have a formal approach to training 16%use external OKR trainersThis trend is similar across industries and comp

103、any size,but there is one geographic exception:40%of respondents in Germany and Switzerland engage external OKR trainers,a far higher percentage than any other group.Organizations performing below the“excellent”level are twice as likely to not have a formal training program in place for OKRs.Convers

104、ely,68%of overachievers have internal OKR training curriculums in place,compared with 46%of other organizations.Moreover,27%encourage or require employees to become OKR certified three times higher than other respondents.What do overachievers do?*This was a question where participants could choose m

105、ultiple answers28The Global State of OKRs|2023Elie Casamitjana,OKRmentorsSuccessful implementation of OKRs relies on two key factors:adoption and execution.Training plays a crucial role in achieving these objectives.A best practice is to design a tailored training program for different audiences.Thi

106、s can be achieved through on-the-job learning or,ideally,through dedicated training and OKR coaching certification.Managers and OKR champions should receive training focused on crafting effective OKRs and facilitating OKR rituals.Meanwhile,employees should receive hands-on training that helps them u

107、nderstand the purpose and benefits of OKRs,as well as their role in the process.While practice is ultimately the best teacher,having a strong foundation through training plays a significant role in the adoption and successful implementation of OKRs.What the expert saysExpert adviceTraining should be

108、gin with your OKR lead,who can then disseminate information to the rest of the organization.To get them up to speed quickly,consider enrolling them in a certification or coaching program,and encourage them to join professional OKR networks for continuous learning.Managers and OKR champions are also

109、well-positioned to have a significant impact on OKRs at the team level.These employees may also benefit from a dedicated training course or certification program.29The Global State of OKRs|2023Conclusion and Key TakeawaysOur hope is that professionals involved in strategy,transformation,and change m

110、anagement find these insights,data points,and recommendations valuable.One of the most compelling findings is the recognition of common challenges in strategic execution,including frequent strategy changes,lack of alignment and commitment,and disconnection from daily operations.Armed with this knowl

111、edge,you can take proactive steps to tackle these challenges head-on.By prioritizing effective communication,fostering alignment among stakeholders,and promoting transparency in strategy implementation,you can mitigate these challenges and create a more conducive environment for successful strategic

112、 execution.Understanding the motivations for using OKRs,such as improving alignment,performance,and priority setting,allows you to align your efforts and resources accordingly and create a dynamic work environment focused on achieving results.Evaluating organizations strategic performance by OKR mat

113、urity level provides a benchmark for assessing your organizations progress.By identifying performance gaps and learning from overachievers,you can refine your approach to execution,alignment,progress tracking,agility,and annual achievement.The findings also emphasize the importance of training and s

114、upport for your successful OKR implementation.You can leverage these insights to implement best practices,develop robust training programs,provide resources,and foster organizational buy-in.We recommend linking OKRs to your internal processes and establishing clear roles and responsibilities for eff

115、ective OKR implementation.By doing so,you can ensure a smooth and impactful integration of OKRs into your organizations operations.Additionally,the report emphasizes the role of technology in OKR management and tracking.Depending on your organizations size and familiarity with OKRs,it may make sense

116、 to explore dedicated solutions to streamline the OKR process,enhance collaboration,and facilitate progress monitoring.By leveraging the insights contained in this report,you can overcome common challenges,enhance strategic performance,and facilitate successful OKR implementation,ultimately driving

117、positive change for your organization.We hope these insights will help your organization improve its strategic performance and provide tools to allow you to help your teams deliver their fullest potential.30The Global State of OKRs|2023AppendixMethodologyQuantive and OKRmentors worked together to de

118、sign a customer-centric survey.To do so,we involved our communities of customers and experts,asking them what matters most to them when it comes to strategic execution and OKRs.Additionally,we leveraged the support of professional third-party specializing in large-scale research.Together we drafted

119、a survey set of 20 questions.The survey required respondents to meet the following criteria:Hold a manager level position or higher Currently use and be familiar with OKRs and modern agile business practices for performance improvementThe survey was open to participants from all industries,organizat

120、ion sizes,and countries.However,we focused on organizations with 500 employees or more located in the US,Canada,Germany,Switzerland,UK,Ireland,Netherlands,Finland,France,Norway,Sweden,UAE,and Australia.The survey was distributed through a neutral third party panel as well as through the OKRmentors a

121、nd Quantive communities.This report was also made possible by the network of OKR experts and consulting firms who helped to distribute the survey.In total,the survey generated more than 300,000 data points,which we analyzed to identify main insights and takeaways for professionals interested in stra

122、tegic execution,strategic performance,and OKRs.Participating OKR Experts31The Global State of OKRs|2023GlossaryOKR cycleAn OKR cycle refers to the predetermined time period during which OKRs are set,tracked,and evaluated.It typically represents a specific duration,such as a quarter or a year,within

123、which teams or individuals work towards achieving their goals and measuring their progress.OKR check-inAn OKR check-in is a regular meeting or update where individuals or teams discuss and review the progress of their OKRs.It serves as a forum for sharing updates,discussing challenges,and aligning e

124、fforts toward achieving the desired outcomes.Check-ins can occur at different frequencies,such as weekly,monthly,or quarterly,depending on the organizations preference.OKR leadAn OKR lead,also known as an OKR manager or coordinator,is an individual responsible for overseeing the successful implement

125、ation of OKRs within a team,department,or organization.They provide guidance,support,and accountability to facilitate the effective execution of OKRs.OKR sponsorAn OKR sponsor is a senior-level executive or leader within an organization who champions the use of OKRs and supports their implementation

126、 across various teams or departments.The OKR sponsor plays a crucial role in fostering a culture of goal-setting and driving organizational alignment.They provide strategic direction,allocate resources,and remove obstacles to enable the successful adoption and execution of OKRs.OKR championsOKR cham

127、pions are individuals within an organization who advocate for the use of OKRs and actively promote their benefits and best practices.They play a vital role in facilitating OKR rituals within their scope,whether thats within a team or across multiple teams.OKR champions may serve as mentors,trainers,

128、or coaches,helping teams and individuals navigate the OKR process,providing guidance,and sharing success stories and lessons learned.Quantive helps organizations create greater strategic agility and excel at execution.Our products,Quantive Results,the leading strategy execution platform based on the

129、 objectives and key results(OKR)methodology,and Quantive Singularity,a strategic intelligence platform,enable our more than 2,000 customers to close the gap between strategy and execution and achieve their best possible.For more information,visit .OKRmentors provides world class strategic execution

130、expertise to help teams achieve their full potential.It is the global reference for OKR certifications,training,consulting,and coaching.Its global collective of 80+strategic experts has helped hundreds of organizations and thousands of teams with strategic execution,transformation and acceleration of their businesses.For more information,visit .Use for freeOur ServicesBook a demoJoin us