In performance measurement, we often hear two terms: OGKR and KPI. What are these two terms? How do they differ, and how can we apply them to our business? Today, we have a short article for you to read
What is OGKR? (This is also part of the workshop)
Objective/Goal/Key Results.
O stands for Objective: The long-term goal of the organization/department (approximately 10 years).
G stands for Goal: Setting short-term goals for the organization/department (approximately 1-5 years).
These goals must be measurable.
KR stands for Key Result: Choose what needs to be done to achieve the goal. This could be numerical values aligned with the goal, or something that, if not done, will prevent the goal from being achieved.
Key results shouldn't be too numerous; choose only 3-4. For true measurement, you can assign weights to each Key Result.
What is KPI? KPI stands for Key Performance Indicator
KPIs (Key Performance Indicators) stand for measuring performance in various areas of an organization. They provide quantitative data to reflect the efficiency and effectiveness of the organization/department's operations.
Often, many KPIs are set within an organization, resulting in numerous reports. How can one prioritize the most important KPIs? Failure to adhere to KPIs will have a direct impact on the organization. Some KPIs may not even be that important.
I am Nuchanat Rongrong, the creator of the Business Analytics/Big Data Analytics Best Practice & Workshop course. My goal is to empower executives to better understand their needs, enabling consultants to design and present organizational and departmental data visualizations more effectively. This addresses the challenges where developers/IT systems personnel often lack clarity on management requirements, and where executives themselves may be unable to articulate their own needs. The experiences shared in this course stem from my direct observation of these problems in various universities and private companies. I've played a range of roles, from providing requirements to development teams, to auditing and approving systems, and finally, becoming a system developer myself at a consulting firm. The experiences I've shared in both public and internal seminars, as well as my recommendations, are open to executives to adapt and apply as they see fit. I prefer to apply concepts rather than adhering strictly to any single theory; I offer suggestions for improvement in the hope that others will benefit
Nuchanat Rongrong, Founder and Managing Director ,
R&D BI Co., Ltd.
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