20.06.2018 ‘Google's OKR Video Should bo Ratirad, Here's Why. - Felipe Casira- OKR Coach, Speaker, Author
Felipe Castro
Home / OKR / Google’s OKR Video Should be Retired, Here's Why.
Google's OKR Video
Should be Retired.
Here's Why.
Photo by jan Tinneberg on Unsplash
In my last post, Lwrote a review about John Doerr’s book,
Measure What Matters, which led to some people asking my
opinion about Google Venture's OKR video. The TL;DR version
is that the video was crucial to promote OKR, but itis time for
it to be respectfully retired.
Now for the full version. In 2013 Google Ventures’ partner Rick
Klau gave a talk on OKR and shared it on YouTube.
Unintentional, it became a leading reference for OKR,
reaching over 500,000 views. Klau based his talk on the
original presentation that Doerr used to introduce Google to
OKR in 1999, which is so old that Doerr delivered it using
plastic laminate sheets on an overhead projector.
ntpstfetpecasto.com/enbloglgoogles-ok-video-rt wa20.06,2018 Google's OKR Video Should be Retired Here's Why. Felipe Casra-OKR Coach, Speaker, Author
Although Klau and Doerr have both written new content on.
OKR, Google never made a new video. The current version is
outdated and can mislead people into believing OKR is a top-
down process for setting goals around outputs.
If you recall, my biggest criticism of Doerr’s book was that the
examples were terrible, The same happens with Klau’s video,
which includes items such as "Launch Monetize tab,” “Finalize
PRD.” People try to follow the video to the letter and fail, as,
many argue that “Google includes tasks in their OKRs,"
mentioning some of the examples above. But good Key
Results measure outcomes: the value and the benefits you
deliver to your customers or your company.
Klau’s Lessons Learned
In late 2017, Klau wrote a tweetstorm about what he learned
since publishing the video, and a few comments stand out:
While | think the video largely holds up, there
are a few things I'd tweak if | was doing the
video today:
Skip individual OKRs altogether. Especially for
younger, smaller companies. They're
redundant. Focus on company and team-
level OKRs.
Spend more time on what team is willing to
say no to. High-performing teams like saying
yes to good ideas. Saying ‘no’ is more
important.
Avoid metrics that quantify progress; focus
only on metrics that reflect actual impact
that’s core to the business. [emphasis
mine]
(By ‘progress’ I mean: avoid metrics that
show you're busy but which are not
connected to the outcomes your team
wants to achieve.)” [emphasis mine]
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Finally, keep it simple! I've seen teams get
bogged down in process, get frustrated, and
abandon the effort.
Pick a few things that matter. ID metrics that
reflect success. Say no to everything else.
Grade progress. Learn from failure. Repeat.
It is a shame that such solid advice - setting Key Results
around outcomes, skipping individual OKRs, learning to say
no, keeping it simple - was relegated to a few tweets. It
deserved a new video or at least a post.
Side Note: In this tweetstorm, Klau links to an intro article he
wrote to Google's guide to OKRs, and although the intro is
quite good, the guide itself includes probably the worst
Objective ever written: eat 5 pies. Feel free to contact me if
you can explain that one.
The Other Flaws
While Klau wrote that “the video largely holds up,” | disagree.
The video has two additional fatal flaws: the footballl example
and the lack of regular check-ins.
The Football Example
The video revolves around a football example used by John
Doerr in 1999, were OKRs are 100% cascaded and which
became the perfect excuse for those who want a top-down
management approach,
One of the things that I loved about Measure What Mattersis
that Doerr updates the football example. He also shows that
the traditional cascading approach can lead to adverse
effects as loss of agility and lack of flexibility.
Laszlo Bock, Google’s former VP of People Operations, also
wrote in his book Work Rules about the problems with
cascading:
“On the topic of goals, the academic research
agrees with your intuition: Having goals
improves performance. Spending hours
cascading goals up and down the company,
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however, does not. It takes way too much
time and it's too hard to make sure all the
goals line up.
Bock also highlights that, contrary to what the video leads
viewers to believe, Google uses a different approach:
We have a market-based approach, where
over time our goals all converge, because the
top OKRs are known and everyone else's
OKRs are visible. Teams that are grossly out
of alignment stand out, and the few major
initiatives that touch everyone are easy
enough to manage directly. So far, so good!”
The Lack of Regular Check-ins
The final fatal flaw of Klau's video is that he states that large
teams should have maybe “only one or two check-ins in a
quarter.” But without regular check-ins - preferably every
week, teams fall in the "Set It and Forget It” mindset and
fail. As | have learned from my friend and colleague Christina
Wodtke, check-ins are crucial for OKR success.
Conclusion
This post is by no means an attack on Rick Klau, who is a
highly successful individual and seems to be a very nice guy. I
would love to meet him by the way. Klau did a great service
for the OKR community with his original video, and I hope that
he - or someone else at Google - decides to replace it with
something new. Itis time for the video to be respectfully
retired
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