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.

As the Balanced Scorecard framework faces stiff competition in the market even with about 20 years as a strategic management metric, the Objectives & Key Results (OKRs) framework has risen to prominence over the last 10 years and is regarded as the driving force behind some of the Silicon Valley-based organizations' business successes. Paul Niven, a consultant and best-selling author in the field of strategy execution explores the difference between OKR and the Balanced Scorecard as well as the benefits of each framework.

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

Rob Davies, Marketing Lead at Perdoo delivers this OKRs vs the 4DX episode post in his series of examining how OKR compares with other management frameworks. He details that the 4 Disciplines of Execution (4DX) is a strategy execution combining 4 key areas that help leaders and teams execute business strategies effectively. The first 3 principles describe the structure, creation, and measurement of goals while the 4th principle describes a weekly cadence of review, with each review having a clear structure and time limit. Through the write-up, he clearly explains what the 4DX are, their impact on business strategies, and how they compare to OKRs.

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.