OKR’s – Management 3.0

After learning about the OKRs we decided to use them in our organization so that we can effectively define goals and outcomes. In this sense, we decided to implement the OKR’s teachings as described in Management 3.0 (

OKR’s are an agile management method that means in abbreviated Key Objectives and Results, which became famous after its implementation at Google, which generated its exponential growth.

We decided to apply to our company, and make a quarterly review of them, in order to monitor them as constantly as possible, and make the necessary adjustments.

Taking into account the teachings of Management 3.0 we tried to make our OKR’s ambitious.
We had to consider what could and could not be measured, according to the idea that what cannot be measured cannot be controlled.

The mission of each member of our team was to understand and define what could and could not be measured, thus listing the results that were measurable rather than the actions.

This was a challenging exercise for all of us, as we had never thought about this perspective.
Establishing how to measure our success in achieving a certain goal was complex.

This exercise also led us to look at our own roles and their interconnection as a team to fulfill our company’s goals.

We also took into account the 12 rules for building good metrics:

To create our OKR’s, each one took into account: where they wanted to go; be purpose-oriented; the objective to be qualitative and ambitious enough; there is a challenge to be met; make results achievable and quantifiable and set SMART goals.

We predict that each objective consists of three to four measurable key outcomes, where each key outcome has a progress indicator or a score of 0-100%.

In my specific case, one of the OKR’s that I established was the following:

Objective: Increase the company’s visibility on social media

KR1: Prepare a digital content strategy for the next 3 months for Instagram and LinkedIn

KR2: Increase the number of followers by 100 followers per week on Instagram; and 50 on LinkedIn

KR3: Getting 10 influencers or micro influencers to work on promoting our products in the next 3 months.

The interesting part of the OKR’s is the interconnection of the company-wide okr’s with each other.
OKR’s have become part of our daily lives and our management model.
Especially for the objectivity, clarity, transparency and purpose that they give us, and that make us never forget what our priorities are.

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