Her Keynote includes three perspectives on corporate OKRs, containing both difficulties and
achievements during this OKR journey:
1) Align with KPIs The quality of an OKR becomes crucial when the directional and
agile dynamics towards an outcome need to match with a committed KPI roadmap.
2) Synchronize across functions: a time-bound liaison. OKRs are best suited for
horizontal alignment throughout a worldwide matrixed organization by coordinating all
contributions to a common focus. They are particularly helpful with adding the
conducive impact of Central Services to the value creation of Business Areas.
3) Explore individual aspiration: Forget mindset, awareness or culture. Invest in
finding the best words together! The process of honing instructive OKRs as a team
pulls everyone’s attention towards the outcome.
In other words: Writing and communicating strong OKRs is a realistic prediction of
success.
How to Measure Anything: Finding the Value of ‘Intangibles’ in Business by Douglas W. Hubbard is a game-changing book that debunks the myth that certain things – like employee satisfaction, innovation, or strategic risk—are immeasurable. It’s especially useful for leaders, strategists, and data-driven thinkers who want to make better decisions using quantifiable methods.
