When writing OKRs, always remember that Key Results should represent outcomes you want to achieve as opposed to the long list of initiatives you would like to complete. Operations teams often struggle to see the difference.
To understand if you are focusing on effort or value, ask yourself: how will we know if the improvement is underway? Every initiative that you want to work on should go through a filter of “what is the outcome of this action?” or, simply, “What is the reason for doing this?”
Your initiatives might often be long-term and the impact of what you do would be seen only in the next quarter. In this case, consider writing exploratory OKRs that would focus on creating processes or content that didn’t exist before. In the next quarter, you can focus on improving how these processes are executed.
The bottom line is that OKRs are about improvement that you could realistically measure within a quarter, they are not a new framework to organize your business-as-usual tasks.
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