Six years ago, I encountered the concept of Objectives and Key Results (OKRs) for the first time. It struck me as remarkably simple yet profoundly innovative, tailored to the evolving landscape of empowered and agile teams. At the time, I was working at a very innovative startup, which was looking for ways to align their multiple departments and the different ways to acquire and retain new customers, and they looked at OKRs as exactly the type of framework that would fit such an organization.

But why do I find OKRs both simple and innovative? Let me share my perspective, based on my years of experience, implementing and using this framework in several organizations.

Let’s begin by addressing the simplicity of OKRs. Unlike some other agile frameworks laden with numerous meetings and bulky guides, OKRs offer a refreshingly lean approach. In essence, OKRs can be described in this straightforward formula: Identify 1 to 3 Objectives you aim to achieve within the next three months, define Key Results to quantify your progress toward those Objectives, and consistently track these Key Results to ensure you stay on course. At the end of the three-month period, reassess your Objectives and Key Results for the upcoming quarter. Simple, right? At least in theory. When you’re applying this concept, it can be a bit tricky.

Now, what makes OKRs innovative? We’ve witnessed a transformation in the workforce over the past few decades. Today’s professionals are highly educated and seek more than just a paycheck to pay the bills; they crave meaningful, empowering work. And that’s precisely what OKRs offer to these skilled individuals who aspire to contribute more than mere economic value. A central benefit of OKRs is the empowerment they grant to every team, allowing them to define their objectives and the metrics to measure their success.

Another aspect of OKRs that I find innovative is their adaptation to a constantly evolving world. We’ve learned that in today’s competitive environment, setting goals that span one, two, or three years, with meticulously planned step-by-step approaches, often becomes untenable. Much can change within a three-year timeframe – as you may have experienced firsthand. A project you’ve diligently nurtured for three years could be disrupted by unforeseen events such as COVID-19, economic shifts, or geopolitical tensions. Long-term projects simply do not align with a world that is constantly changing.

So, how do OKRs navigate these challenges without sacrificing the long-term goal? The answer lies in establishing a mid-term vision for what you aim to achieve in 1 to 3 years. Simultaneously, you create quarterly Objectives that remain under constant scrutiny. Every three months, these Objectives (along with their corresponding Key Results) undergo adaptations to reflect the ever-changing reality. This process of regular inspection and adaptation is at the core of an agile organization.

But do we need to modify our long-term vision every three months? Not necessarily. Ideally, the overarching vision remains unchanged until it’s either realized or not valid anymore due to new insights. This stable vision instills confidence and trust within your organization, as your team witnesses commitment to the broader mission.

In the end, this OKR Framework has a concise, minimalist definition – Objectives for a three-month period and the accompanying Key Results to gauge progress. Yet, its transformative power lies in its capacity to empower teams and seamlessly adapt to our ever-evolving reality. It’s perfect for today’s workforce and our fast-paced world.