Strategic Management

Differentiating activity-driven from results-driven organizations, and how they achieve desired outcomes.

An article and video content by Henrik-Jan van der Pol well-describing the similarities and differences between KPIs and OKRs and the roles they play in achieving the organizational ultimate goal. Henry states that activity-driven organizations only execute the process and initiatives with less focus on the company's ambition but results-driven organizations leverage KPIs and OKRs to measure the company's performance and progress when executing these processes and initiatives.

How OKRs and the Balanced Scorecard can work together, including each framework pros and cons.

Comparing how the 4DX and OKR goal management frameworks structure their process of strategy execution.

Lessons learned over the years about what not to do when deploying OKRs in your organization.

Objectives and Key Results (OKRs) have been popularly considered as one of the viable mechanisms for agile teams for converting strategies into deliveries. Most teams leverage them through the delivery cycle to turn strategies into actions that lead to better organizational outcomes. However, as you use OKRs to achieve your organizational goals, what are some of the anti-patterns that you need to learn for the process to be effective? The article outlines these anti-patterns and details WHY teams should have an eye on them when deploying OKRs.

Too often, we evaluate and prioritize projects based solely on the business case.

Author of the Harvard Business Review Project Management Handbook, Antonio Nieto-Rodriguez, writes about the importance of having a purpose for a project citing that when evaluating and prioritizing projects, looking at the business case alone is not enough. He further notes that knowing the project's purpose positions it toward the organization's goals. The Marshall Goldsmith coach member then suggests a simple straightforward method to uncover a project purpose.