2 OKR examples for Rockefeller

What are Rockefeller OKRs?

The OKR acronym stands for Objectives and Key Results. It's a goal-setting framework that was introduced at Intel by Andy Grove in the 70s, and it became popular after John Doerr introduced it to Google in the 90s. OKRs helps teams has a shared language to set ambitious goals and track progress towards them.

Crafting effective OKRs can be challenging, particularly for beginners. Emphasizing outcomes rather than projects should be the core of your planning.

We've tailored a list of OKRs examples for Rockefeller to help you. You can look at any of the templates below to get some inspiration for your own goals.

If you want to learn more about the framework, you can read our OKR guide online.

Building your own Rockefeller OKRs with AI

While we have some examples available, it's likely that you'll have specific scenarios that aren't covered here. You can use our free AI generator below or our more complete goal-setting system to generate your own OKRs.

Feel free to explore our tools:

Our Rockefeller OKRs examples

You will find in the next section many different Rockefeller Objectives and Key Results. We've included strategic initiatives in our templates to give you a better idea of the different between the key results (how we measure progress), and the initiatives (what we do to achieve the results).

Hope you'll find this helpful!

OKRs to track your personal Rockefeller plan

  • ObjectiveCritical Number
  • Key Result<Replace with your Critical Number>
  • ObjectiveKPIs
  • Key Result<Replace with KPI #1>
  • Key Result<Replace with KPI #2>
  • ObjectiveQuarterly Rocks
  • Key Result<Replace with Rock #3>
  • Key Result<Replace with Rock #2>
  • Key Result<Replace with Rock #4>
  • Key Result<Replace with Rock #5>
  • Key Result<Replace with Rock #1>

OKRs to complete the Rockefeller Habits Checklist

  • ObjectiveComplete the Rockefeller Habits Checklist
  • Key Result5. Ongoing employee input is collected to identify obstacles and opportunities
  • TaskEmployee input about obstacles and opportunities is being collected weekly
  • TaskThe insights from employee conversations are shared at the weekly executive team meeting
  • TaskAll executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly
  • TaskA mid-management team is responsible for the process of closing the loop on all obstacles and opportunities
  • Key Result1. The executive team is healthy and aligned
  • TaskTeam members understand each other's differences, priorities and styles
  • TaskThe team participates in ongoing executive education (monthly recommended)
  • TaskThe team meets frequently (weekly is best) for strategic thinking
  • TaskThe team is able to engage in constructive debates and all members feel comfortable participating
  • Key Result4. Every facet of the organization has a person assigned with accountability for ensuring goals are met
  • TaskEach 3-5 year Key Thrust/Capability has a corresponding expert on the Advisory Board if internal expertise doesn't exist
  • TaskThe Function Accountability Chart (FACe) is completed (right people, doing the right things, right)
  • TaskFinancial statements have a person assigned to each line item
  • TaskEach of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them
  • Key Result8. Employees can articulate the key components of the company's strategy accurately
  • Task3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly
  • TaskBig Hairy Audacious Goal (BHAG) – Progress is tracked and visible
  • TaskCore Customer(s) – Their profile in 25 words or less
  • TaskElevator Pitch – A compelling response to the question "What does your company do?"
  • Key Result9. All employees can answer quantitatively whether they had a good day or week
  • Task1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person
  • TaskEach employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight)
  • TaskAll executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes
  • TaskEach individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company
  • Key Result10. The company's plans and performance are visible to everyone
  • TaskA “situation room” is established for weekly meetings (physical or virtual)
  • TaskScoreboards are up everywhere displaying current progress on KPIs and Critical Numbers
  • TaskThere is a system in place for tracking and managing the cascading Priorities and KPIs
  • TaskCore Values, Purpose and Priorities are posted throughout the company
  • Key Result3. Communication rhythm is established and information moves through the organization accurately and quickly
  • TaskThe executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month
  • TaskQuarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions (Strategy, Execution, People, Cash)
  • TaskAll teams have a weekly meeting
  • TaskAll employees are in a daily huddle that lasts less than 15 minutes
  • Key Result7. Core values and purpose are alive in the organization
  • TaskActions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization
  • TaskAll executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands
  • TaskHR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.)
  • TaskCore Values are discovered, Purpose is articulated, and both are known by all employees
  • Key Result2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward
  • Task3-5 priorities (Rocks) that support the Critical Number are identified and ranked for the quarter
  • TaskThe Critical Number is identified to move the company ahead this quarter
  • TaskA Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life
  • TaskQuarterly Theme/Critical Number posted throughout the company and employees are aware of the progress each week
  • Key Result6. Reporting and analysis of customer feedback data is as frequent and accurate as financial data
  • TaskThe insights from customer conversations are shared at the weekly executive team meeting
  • TaskAll executives (and middle managers) have a 4Q conversation with at least one end user weekly
  • TaskAll employees are involved in collecting customer data
  • TaskA mid-management team is responsible for the process of closing the loop on all customer feedback

Best practices for managing your Rockefeller OKRs

Generally speaking, your objectives should be ambitious yet achievable, and your key results should be measurable and time-bound (using the SMART framework can be helpful). It is also recommended to list strategic initiatives under your key results, as it'll help you avoid the common mistake of listing projects in your KRs.

Here are a couple of best practices extracted from our OKR implementation guide 👇

Tip #1: Limit the number of key results

The #1 role of OKRs is to help you and your team focus on what really matters. Business-as-usual activities will still be happening, but you do not need to track your entire roadmap in the OKRs.

We recommend having 3-4 objectives, and 3-4 key results per objective. A platform like Tability can run audits on your data to help you identify the plans that have too many goals.

Tability Insights DashboardTability's audit dashboard will highlight opportunities to improve OKRs

Tip #2: Commit to the weekly check-ins

Don't fall into the set-and-forget trap. It is important to adopt a weekly check-in process to get the full value of your OKRs and make your strategy agile – otherwise this is nothing more than a reporting exercise.

Being able to see trends for your key results will also keep yourself honest.

Tability Insights DashboardTability's check-ins will save you hours and increase transparency

Tip #3: No more than 2 yellow statuses in a row

Yes, this is another tip for goal-tracking instead of goal-setting (but you'll get plenty of OKR examples above). But, once you have your goals defined, it will be your ability to keep the right sense of urgency that will make the difference.

As a rule of thumb, it's best to avoid having more than 2 yellow/at risk statuses in a row.

Make a call on the 3rd update. You should be either back on track, or off track. This sounds harsh but it's the best way to signal risks early enough to fix things.

Best way to track your Rockefeller OKRs

OKRs without regular progress updates are just KPIs. You'll need to update progress on your OKRs every week to get the full benefits from the framework. Reviewing progress periodically has several advantages:

  • It brings the goals back to the top of the mind
  • It will highlight poorly set OKRs
  • It will surface execution risks
  • It improves transparency and accountability

Spreadsheets are enough to get started. Then, once you need to scale you can use a proper OKR platform to make things easier.

A strategy map in TabilityTability's Strategy Map makes it easy to see all your org's OKRs

If you're not yet set on a tool, you can check out the 5 best OKR tracking templates guide to find the best way to monitor progress during the quarter.

More Rockefeller OKR templates

We have more templates to help you draft your team goals and OKRs.

OKRs resources

Here are a list of resources to help you adopt the Objectives and Key Results framework.

Create more examples in our app

You can use Tability to create OKRs with AI – and keep yourself accountable 👀

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