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Very similar to management by guidelines, it is a strategy that is increasingly used by companies. Through it, it is possible to develop management based on indicators and goals, aiming to achieve a high performance culture.
As we know, there are some steps for the implementation of OKRs in companies. Adapting the methodology to the needs of the organization, implementing it in stages, defining shorter cycles and monitoring goals regularly are some of these phases.
OKRs do not come out of nowhere. Managing with OKRs starts with strategic planning, which serves as a backdrop for OKRs. Therefore, strategic planning and OKRs go inextricably together.
What separates great product teams from mediocre ones is how often they get those assumptions right, and/or how quickly they iterate when wrong. As a rule of thumb, if your OKRs - more specifically, your key results - don't come out of Mixpanel, you're probably doing it wrong.
More important than the definition of OKRs are the rituals that form their cadence: what we'll call monitoring. Monitoring is where the rubber meets the road. It's where the benefits of OKRs (performance, excellence, alignment, and learning) come to life and produce better results across the enterprise.
It all started with the fathers of management, Taylor and Fayol, who began to face management as a science. They pioneered measuring the times and motions of production line jobs, correlating that to productivity (basically output per unit of input), and then formulating hypotheses about how to improve these results.