What I can’t picture are the tasks that are part of this (process?) and what their outputs are… Would measuring this mean weekly meetings with the relevant departments, processes analysis with a business analyst… I get on large scale it adds an extra layer of a goal (an output not defined by another process), but, I don’t see how its actually deployed in motion. What, I can picture, actually, is quota like behaviour, because it is too top down. Like your boss saying I need you to close tickets faster, so what you do is just close them hastily or without proper resolution, resulting in more reopened tickets.
I'm not sure if I understood your question, but OKRs are ways of measuring targets. They are not measured in meetings. They are actual numbers, such as the percentage of tasks completed late if you are measuring a PMO. Regarding the top-down approach, this may happen, but it is not what should be done. Any performance index should be discussed and agreed upon with the group. Of course, it can be different and more challenging in real life.
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Congratulations! Very energetic presentation about what matter for all who who is committed to their development and collective development!
excellent sir
are these considered projects? i can’t picture a process they fit in to if any
What I can’t picture are the tasks that are part of this (process?) and what their outputs are… Would measuring this mean weekly meetings with the relevant departments, processes analysis with a business analyst… I get on large scale it adds an extra layer of a goal (an output not defined by another process), but, I don’t see how its actually deployed in motion. What, I can picture, actually, is quota like behaviour, because it is too top down. Like your boss saying I need you to close tickets faster, so what you do is just close them hastily or without proper resolution, resulting in more reopened tickets.
I'm not sure if I understood your question, but OKRs are ways of measuring targets. They are not measured in meetings. They are actual numbers, such as the percentage of tasks completed late if you are measuring a PMO. Regarding the top-down approach, this may happen, but it is not what should be done. Any performance index should be discussed and agreed upon with the group. Of course, it can be different and more challenging in real life.