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The success of an OKR implementation depends on the people who implement it.  

The introduction of OKR in a company is an act of organizational development. In fact, OKR is neither a tool nor a process nor even a project, but a new way of looking at the organization. It is about perceiving this as a complex social system and acting accordingly. OKR aims to make the company fit for the complex and dynamically robust value creation.

The OKR cycle determines the implementation and the period within which the OKRs are set. It also includes the individual OKR events (planning, weekly, review, retrospective). In most cases, companies choose quarters or somewhat less likely tertials (4 months) as a period of time for a cycle.

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  • OKR Planning opens the OKR cycle. It usually takes place at least at the team level and can also take place at the company level and/or at intermediate levels such as departmental levels. 

  • In OKR Planning, the OKRs for the coming cycle are defined completely autonomously by the respective team for the respective team.

  • To be taken into account: Presentation and reflection of the overarching results, such as vision & purpose, MOAL (mid-term goal), possible KPIs and other strategically relevant information.

  • Important: First define objectives and then, in a further step, the key results.

  • At the end of the OKR planning, a transparent OKR list is created in which all OKRs can be found and which are fully supported by all team members.


Drafting phase (alignment)

  • In this phase, the team looks at the OKRs of the other teams and thereby identifies possible synergies, conflicts or duplication of work.

  • At the same time, it is also possible to give other teams feedback on their OKR sets.

  • Shortly before the start of the cycle, the team has another opportunity. Adapt your OKR set according to the findings from the drafting phase.

OKR Weekly

  • The OKR Weekly takes place once every week and lasts a maximum of 15 minutes.

  • There is only one key question here: “What can we do today to ensure that we achieve 100% of the goals at the end of the cycle?”

  • It therefore serves to provide constant countermeasures. This is also the reason why it takes place weekly and not fortnightly or monthly.

OKR Review

The following questions are asked here:


Why did we reach the goal?


Why didn't we reach the goal?


What do we do with goals that are not achieved?


What can we improve in the next cycle?


OKR Retrospective


  • The OKR retrospective concludes the OKR cycle. 

  • The retrospective is the systemic element of the framework.

  • In the retrospective, the focus is not on the content of the goals, but on collaboration.

  • The central questions are:

    • How is our collaboration going?

    • How can we improve our collaboration?

    • What prevents us from using OKR even better?

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