As the pace of change continues to increase, implementing strategy and changing direction is still a major hurdle for most organizations. Companies now need to be able to focus, align and engage their people around dynamic and measurable outcomes - becoming more agile and flexible in their outputs and process while helping people understand how they connect with and impact their companies future success. In this presentation, Carlos Oliveira will be presenting Objectives and Key Results, a simple goal setting framework popularized by Google and used by leadership teams across Silicon Valley.

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5. Since 2000, over 52% of Fortune 500 companies are gone

7. customers
value realized for the customer
businesses
value realized for the business
products or services
problems
wants
needs
Sourced: Melissa Perri - Escaping the Build Trap

8. customers
value realized for the customer
businesses
value realized for the business
problems
wants
needs $$$
products or services
Sourced: Melissa Perri - Escaping the Build Trap

9. Customer
Value
Business
Value
©AdaptiveX

10. Slide Credit: Jake Knapp and John Zeratsky

11. Slide Credit: Jake Knapp and John Zeratsky

12. Slide Credit: Jake Knapp and John Zeratsky

13. Slide Credit: Jake Knapp and John Zeratsky

14. Slide Credit: Jake Knapp and John Zeratsky

15. Increases the likelihood of building the wrong thing
Slide Credit: Jake Knapp and John Zeratsky

16. Meme Credit: David Bland

17. Slide Credit: Jake Knapp and John Zeratsky
Why are we doing what we’re doing?

18. 40%
of employees in an organization
know their company’s goals.
- Chris Zook (Bain & Company)
©AdaptiveX

19. 7%
of employees fully understand their
companies goals and what’s
expected of them.
- Robert S. Kaplan
©AdaptiveX

20. Customer
Value
Business
Value
Employee
Value
©AdaptiveX

21. “People are self-managing -- they don't need to be
managed. Once they know what they need to do, they'll go
figure out how to do it.
What they need is a common vision.
And that's what leadership is: [h]aving a vision; being able to
articulate that so the people around you can understand it;
and getting a consensus on a common vision.”
– Steve Jobs

22. ©AdaptiveX

23. Objectivesandkeyresultsareagoalsetting
frameworkusedtocreatealignmentand
engagementaroundmeasurablebusiness
goals(inshortercycles).
©AdaptiveX

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25. Adaptive
Helps the organization
adapt and respond to
change faster by using
shorter cycles.
©AdaptiveX

26. Outcome
Oriented
Helps the organization
emphasize outcomes over
outputs by placing the
focus on the results and not
the tasks.
©AdaptiveX

27. Engaging
By making goals bi-
directional (with bottom-
up input), it helps to
create engagement and
alignment.
©AdaptiveX

28. Transparent
OKR are public and visible
to help everyone know
what everyone else is
working on.
©AdaptiveX

29. Continuous
By using regular check-ins or
inspect and adapt cycles.
OKR helps the organization
keep a cadence in terms of
tracking progress towards
results.
©AdaptiveX

30. Doerr’s Goal
Formula
The Intent
Must describe what you are
trying to achieve and how
you are going to measure its
achievement.
I WILL ______________
AS MEASURED BY ______________
Source Credit: Felipe Castro

31. Doerr’s Goal
Formula
Components
The objective is what we want
to achieve. The key results is
how we know if we are getting
there.
I WILL <OBJECTIVE>
AS MEASURED BY <KEY RESULTS>
Source Credit: Felipe Castro

32. Qualitative Objective
Create an awesome customer
experience
An inspirational and memorable,
qualitative description of what we
want to achieve.
• Keep it short
• Keep it memorable
• Describe what you’ll achieve by
end of the quarter
Source Credit: Felipe Castro

33. Quantitative
A way to measure progress and know
that you’re moving towards achieving
your objective.
• 2 to 5 per objective (less is more)
• Quantitative and measurable
KeyResults:
Increase net promoter score to 52%
Increase repurchase rate by 10%
Reduce customer acquisition cost
by 5%
Objective
Create an awesome customer
experience
Source Credit: Felipe Castro

34. Quantitative
A way to measure progress and know
that you’re moving towards achieving
your objective.
• 2 to 5 per objective (less is more)
• Quantitative and measurable
KeyResults:
Reach 50 daily active users
Achieve 40% conversion rate from
free to paid
Objective
Launch new product
Source Credit: Felipe Castro

35. Activity-Based Value-Based
Measures the delivery of output to
the organization. Traditional
measures:
• Features
• Tasks
• On-Time, On-Budget, On-Schedule
Measure the delivery of value to the
organization or the customer. Modern
measures:
• Business Outcomes
• Customer Behaviours
• Employee Behaviours

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©AdaptiveX

38. Budget
Travelers
Call Centres
WWW
Tickets Fees
Automated
Low Fare
Flights
Premium
Service
Single
Aircraft
Model
Low Cost
Airports
Quick
TurnaroundsCar Rental
Hotel
Insurance
Maintenance Training
Impersonal
Airports
Call Centres
Where will
you play?
How will you
Win?
©AdaptiveX

39. Vision Where do we want to be in 5 to 10 years?
Annual Goal What do we plan to achieve in 1 year?
Quarterly
Objectives What do we plan to
achieve in 1 quarter?
Quarterly
Objectives
Key
Results
Key
Results
Key
Results
Key
Results
How will we know?
Initiatives Initiatives
Initiatives Initiatives What “things” will we try?
Company Objective:
Achieve the most daily
departures in the US
KR1: Captured half of the top
50 US metro areas
KR2: Increased flights
booked by 30%
KR3: Reduce customer
acquisition cost by 5%
Company Objective:
Team Objective:
To be the most flown airline in the world
To achieve the most daily departures in
North America
Team Objective:
…
…
…
Vision
Annual Goal
©AdaptiveX
Q1

40. Example
Company Objective: Achieve the most
daily departures in the US
KR1: Captured half of the top 50 US
metro areas
KR2: Increased flights booked by 30%
©AdaptiveX

41. Customer
Customer
Reduce
Back
Pain
Customer’s objective
Example
Connect to
what’s important
in their lives
Company Objective: Achieve the most
daily departures in the US
KR1: Captured half of the top 50 US
metro areas
KR2: Increased flights booked by 30%
©AdaptiveX

42. Customer
Has clean
clothes
Steps in the journey
Use
Reduce
Back
Pain
Customer Customer’s objective
Example
Connect to
what’s important
in their lives
Company Objective: Achieve the most
daily departures in the US
KR1: Captured half of the top 50 US
metro areas
KR2: Increased flights booked by 30%
Learn
©AdaptiveX

43. Customer
Has clean
clothes
SnapTravel
Trivago
Customer Steps in the journey
Learn Use
Reduce
Back
Pain
Customer’s objective
Example
Connect to
what’s important
in their lives
Fb Advert
Company Objective: Achieve the most
daily departures in the US
KR1: Captured half of the top 50 US
metro areas
KR2: Increased flights booked by 30%
©AdaptiveX

44. Customer
Has clean
clothes
Marketing
Page
Learn Use
Reduce
Back
Pain
Steps in the journeyCustomer Customer’s objective
Example
Connect to
what’s important
in their lives
SnapTravel
Trivago
Fb Advert
Company Objective: Achieve the most
daily departures in the US
KR1: Captured half of the top 50 US
metro areas
KR2: Increased flights booked by 30%
©AdaptiveX

45. Customer
Has clean
clothes
Marketing
Page
Learn Use
Reduce
Back
PainRedeem Special
Offer
Steps in the journeyCustomer Customer’s objective
Example
Connect to
what’s important
in their lives
SnapTravel
Trivago
Fb Advert
Company Objective: Achieve the most
daily departures in the US
KR1: Captured half of the top 50 US
metro areas
KR2: Increased flights booked by 30%
©AdaptiveX

46. Customer
Has clean
clothes
Marketing
Page
Learn Use
Reduce
Back
PainRedeem Special
Offer
Richard
Steps in the journeyCustomer Customer’s objective
Example
Connect to
what’s important
in their lives
Airline Service
SnapTravel
Trivago
Fb Advert
Make Reservation In the System
Company Objective: Achieve the most
daily departures in the US
KR1: Captured half of the top 50 US
metro areas
KR2: Increased flights booked by 30%
©AdaptiveX

47. Customer
Has clean
clothes
Marketing
Page
Richard
Learn Use
Reduce
Back
PainRedeem Special
Offer
Steps in the journeyCustomer Customer’s objective
Example
Connect to
what’s important
in their lives
Airline Service
SnapTravel
Trivago
Fb Advert
Make Reservation In the System
Book Flight
Company Objective: Achieve the most
daily departures in the US
KR1: Captured half of the top 50 US
metro areas
KR2: Increased flights booked by 30%
©AdaptiveX

48. SnapTravel
Trivago
Fb Advert
Customer
Has clean
clothes
Marketing
Page
Richard
Learn Use
Reduce
Back
PainRedeem Special
Offer
Steps in the journeyCustomer Customer’s objective
Awareness to
Registration
Conversion Rate
Example
Connect to
what’s important
in their lives
Airline Service Make Reservation In the System
Book Flight
Company Objective: Achieve the most
daily departures in the US
KR1: Captured half of the top 50 US
metro areas
KR2: Increased flights booked by 30%
©AdaptiveX

49. SnapTravel
Trivago
Fb Advert
Customer
Has clean
clothes
Marketing
Page
Richard
Discover Learn Use
Reduce
Back
PainRedeem Special
Offer
Steps in the journeyCustomer Customer’s objective
2% improvement in the
registration conversion
increases flights booked by
10%
Example
Connect to
what’s important
in their lives
Airline Service Make Reservation In the System
Book Flight
Company Objective: Achieve the most
daily departures in the US
KR1: Captured half of the top 50 US
metro areas
KR2: Increased flights booked by 30%
©AdaptiveX

50. Vision Where do we want to be in 5 to 10 years?
Annual Goal What do we plan to achieve in 1 year?
Quarterly
Objectives What do we plan to
achieve in 1 quarter?
Quarterly
Objectives
Key
Results
Key
Results
Key
Results
Key
Results
How will we know?
Initiatives Initiatives
Initiatives Initiatives What “things” will we try?
Company Objective:
Achieve the most daily
departures in the US
KR1: Captured half of the top
50 US metro areas
KR2: Increased flights
booked by 30%
KR3: Reduce customer
acquisition cost by 5%
Company Objective:
Team Objective:
To be the most flown airline in the world
To achieve the most daily departures in
North America (as measured by …)
Team Objective:
Achieve an awesome online
customer experience
KR1: Increase customer
registrations by 2%
KR2: Reduce calls to the call
centre by 50%
Vision
Annual Goal
AI
Chatbot
©AdaptiveX
Q1

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✓

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62. MBOs Intel OKRs
“What” “What” and “How”
Annual Quarterly and Monthly
Private and Siloed Public and Transparent
Top-down Bottom-up or Sideways (~50%)
Tied to Compensation Mostly Divorced from Compensation
Risk Averse Aggressive and Aspirational
©AdaptiveX

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