The number one reason people decide to implement OKR within their organization is to increase alignment. Whether you're a big organization struggling with communicating priorities down to every single employee or a rapidly growing startup that can no longer fit everyone in the same room, alignment is a common topic and one everyone seems to struggle with. 

In very simple terms, alignment is nothing more than everybody being on the same page. A simple principle indeed, but hard to achieve if you don't have the right culture or framework in place.

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As the name indicates, alignment in a way means being on one line, and in essence, a line has a starting point (without getting too philosophical about it). If we translate this to a business, the starting point should be the overarching goal you're striving to achieve as a Company. The reason you exist as a Company. In many cases, this starting point is your mission and vision. It's your north star.

Of course achieving your mission and vision is a never-ending process that requires strategic planning that will get you closer to your longer term ambitions. Strategy is not a concept that is always easy to understand, so translating it into Strategic OKRs will make it more specific and most importantly, easier to track. Visualizing progress on your strategy will keep you and everyone else accountable (and focusing on the right things).

Once you've defined this, simply add it to Perdoo by first creating a timeframe that represents when you want to achieve this by. If you're adding the Mission & Vision and Strategic OKRs, create a timeframe for each.

Once Timeframes are created, add the Mission & Vision and/or Strategic OKRs as Objectives in Perdoo. When creating the Objective, make sure you select the corresponding Timeframe you created for each goal.

Related articles

  1. Your mission & vision at the top of your map
  2. Add long term OKRs under your mission & vision

Be transparent

Transparency is a means to an end to keeping everyone aligned. If objectives are visible and easily accessible, there's no question as to what the priorities are and what people should be focusing on. 

I'm often asked if there's a way to "hide" OKRs so they're only visible to them or a specific group of people, but I would encourage to instead ask why you have the need to hide company or group priorities. Is it a problem with culture? What are the consequences of keeping this information hidden? 

I'm not going to debate that there might be some use cases that would benefit from extreme confidentiality, but keep in mind that OKR is a framework that helps you create a culture of trust, autonomy, experimentation and learning.

Encourage horizontal alignment

The other aspect of transparency is that people are a lot more aware of what  others are working on and this increases collaboration. Transparency also helps with changing the culture, it forces conversations amongst teams regarding dependencies and overlaps.

"My team usually helps other teams with their OKRs, how do I manage the workload?" is a typical question asked while figuring out your OKR process. The answer is simple, aligning horizontally with other teams will help identify overlaps and prioritize based on impact. 

During the OKR creation process, we strongly recommend allocating time where team leads get together to discuss overlaps, timing and prioritize based on impact. This is a democratic and holistic process where you consider not only the needs of your team and others, but the needs of company as a whole.

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