Applying Objective and Key Results (OKRs) in conjunction with Reports/Dashboards within an organization

Last Saturday, October 27, 2018, I had the opportunity to attend an OKRs Knowledge Sharing session organized by the OKRs Community. I noticed that interest in OKRs has increased significantly, unlike before when it was limited to a select few. Some organizations are now beginning to apply it, though they may or may not refer to it as OKRs. Some departments have started having their HR departments learn about it. 

I myself began studying OKRs in September of last year because I wanted to apply it to solving the problem of selecting topics or questions for management to prioritize reports/dashboards that will help monitor the organization's status and provide a better understanding of its health. Because if we only used the organization's business processes as a starting point without OKRs, we would likely produce a large number of reports/dashboards (based on my past project experience). The organization would have so many reports/dashboards that management wouldn't know which to review. 

When applying OKRs to our organization, 
we shouldn't replace our existing KPIs 
, but rather use them to drive exponential growth 
and innovation, such as developing new products. This doesn't 
apply to routine tasks 

The OKRs Community, comprised of speakers, consultants, and coaches, agrees that creating impact within an organization relies heavily on Conversation, Feedback, and Recognition (CFR). This fosters a positive organizational culture, allowing employees to see other people's OKRs. OKRs shouldn't be secret; they must be transparent, and everyone should have access to the CEO's and executives' OKRs, as well as see their performance in the past quarter. A 

culture where executives listen to employee feedback and employees feel comfortable communicating with management and supervisors about problems or obstacles, and seeking help, is crucial. Employees shouldn't hide problems, fear repercussions, or be afraid to give feedback. This is challenging due to the significant differences in Thai organizational culture compared to other countries. Many Thai organizations still rely on seniority and hierarchical systems where superiors are generally seen as always right, making subordinates hesitant to provide feedback. Furthermore, superiors must be open to listening to their subordinates. 

Another important consideration is that OKRs must be separate from performance evaluations, as innovation and routine tasks are evaluated differently. If OKRs are to be included in performance evaluations, they must be factored in as a percentage of overall performance. 

This is something to consider for executives interested in implementing OKRs in their organizations.
Thank you to all the speakers, consultants, and coaches who shared their knowledge and experiences about OKRs. There were so many speakers at this event! In addition, we also participated in a charity event to support medical services at Siriraj Hospital.