What Happens when Your Values and Metrics are Misaligned?

Strategy statements are meant to be inspirational and ooze ambition. Perhaps that’s why mission, vision and strategy statements are often a little ambiguous.

Apple – Think different.

Samsung – Create the future.

Bayer – Science for a better life.

A good mission statement is a powerful marketing tool, on the one hand, it communicates your brand’s position and differentiation and on the other, it’s a source of inspiration for your customers and employees.

While powerful and effective at telling people where the organisation is headed they don’t say much about how that ambition is realised.

That’s where metrics come in.

Continue reading “What Happens when Your Values and Metrics are Misaligned?”

4 Managerial Disciplines for Successful OKR Adoption

This is the story of where I went wrong when I first started using Objectives and Key Results and what I learnt from my experience. After the initial setback, I went back to the 4 managerial disciplines or the Four OKR Superpowers necessary for a successful OKR adoption.

Continue reading “4 Managerial Disciplines for Successful OKR Adoption”

History of OKRs – From Peter Drucker to Andy Grove

“Aliyar hates processes.” I heard one of my teammates explain to a new hire.

It was true. I used to hate management by processes. Too much reliance on following processes leads to mediocrity. I’ve seen it happen before and I was determined to avoid it by promoting healthy scepticism and a spirit of experimentation. I’m still not a huge fan of processes but I’ve come to see that all processes aren’t created equal.

Building a high-performance team requires a disciplined approach to managing performance and rewards. Before fully adopting OKRs I had heard about them but I didn’t fully commit to using Objective & Key Results without some trial and error.

Along the way the two management titans that inspired me the most were Peter Drucker and Andy Grove.

Continue reading “History of OKRs – From Peter Drucker to Andy Grove”

Introduction to OKRs – Objectives & Key Results

Since you’re here I’m sure you’ve already heard (or read) about how LinkedIn, Intel, YouTube, Bill & Melinda Gates and perhaps most notably Google have used OKRs to achieve exponential growth.

“Culture eats strategy for breakfast.”

Peter Drucker

Beyond delivering growth OKRs has also given them to tools to build a remarkable organisational culture that nourishes performance, collaboration and accountability.

In this article I’ll introduce the OKR management methodology, give examples of good vs bad OKRs and share advice on how you can get started with OKRs.

Continue reading “Introduction to OKRs – Objectives & Key Results”

3 Most Important Questions Every Leader Should Ask Their Strategy Team

Successful businesses are good at doing two things better than the rest.

  1. They’re good at creating value.
  2. They’re good at capturing value created by others.

The best among them are good at doing both simultaneously and consistently. True power lies in knowing what you’re good at right now and where you need to improve.

Continue reading “3 Most Important Questions Every Leader Should Ask Their Strategy Team”

Common Biases & Behaviours that can Derail your Strategy

I think of myself as an objective and rational person.

In reality like most people I’m biased.

Having biases is human. No one is above that.

Acknowledging and correcting them is also human.

It’s this act that makes us better people and better leaders.

Here are several ways in which your biases can influences your strategies.

Continue reading “Common Biases & Behaviours that can Derail your Strategy”