Writing good OKRs can be hard, especially if it's your first time doing it. You'll need to center the focus of your plans around outcomes instead of projects.
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.
Examples of OKRs for Rockefeller
The examples have Rockefeller Objectives and Key Results, but they may also include the tasks that can help you get there.
You'll find 2 OKRs examples for Rockefeller below, and some extra tips to write better quarterly plans at the end.
- Critical Number
- <Replace with your Critical Number>
- <Replace with KPI #1>
- <Replace with KPI #2>
- Quarterly Rocks
- <Replace with Rock #3>
- <Replace with Rock #2>
- <Replace with Rock #4>
- <Replace with Rock #5>
- <Replace with Rock #1>
- Complete the Rockefeller Habits Checklist
- 5. Ongoing employee input is collected to identify obstacles and opportunities
- Employee input about obstacles and opportunities is being collected weekly
- The insights from employee conversations are shared at the weekly executive team meeting
- All executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly
- A mid-management team is responsible for the process of closing the loop on all obstacles and opportunities
- 1. The executive team is healthy and aligned
- Team members understand each other's differences, priorities and styles
- The team participates in ongoing executive education (monthly recommended)
- The team meets frequently (weekly is best) for strategic thinking
- The team is able to engage in constructive debates and all members feel comfortable participating
- 4. Every facet of the organization has a person assigned with accountability for ensuring goals are met
- Each 3-5 year Key Thrust/Capability has a corresponding expert on the Advisory Board if internal expertise doesn't exist
- The Function Accountability Chart (FACe) is completed (right people, doing the right things, right)
- Financial statements have a person assigned to each line item
- Each of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them
- 8. Employees can articulate the key components of the company's strategy accurately
- 3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly
- Big Hairy Audacious Goal (BHAG) – Progress is tracked and visible
- Core Customer(s) – Their profile in 25 words or less
- Elevator Pitch – A compelling response to the question "What does your company do?"
- 9. All employees can answer quantitatively whether they had a good day or week
- 1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person
- Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight)
- All executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes
- Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company
- 10. The company's plans and performance are visible to everyone
- A “situation room” is established for weekly meetings (physical or virtual)
- Scoreboards are up everywhere displaying current progress on KPIs and Critical Numbers
- There is a system in place for tracking and managing the cascading Priorities and KPIs
- Core Values, Purpose and Priorities are posted throughout the company
- 3. Communication rhythm is established and information moves through the organization accurately and quickly
- The executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month
- Quarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions (Strategy, Execution, People, Cash)
- All teams have a weekly meeting
- All employees are in a daily huddle that lasts less than 15 minutes
- 7. Core values and purpose are alive in the organization
- Actions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization
- All executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands
- HR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.)
- Core Values are discovered, Purpose is articulated, and both are known by all employees
- 2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward
- 3-5 priorities (Rocks) that support the Critical Number are identified and ranked for the quarter
- The Critical Number is identified to move the company ahead this quarter
- A Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life
- Quarterly Theme/Critical Number posted throughout the company and employees are aware of the progress each week
- 6. Reporting and analysis of customer feedback data is as frequent and accurate as financial data
- The insights from customer conversations are shared at the weekly executive team meeting
- All executives (and middle managers) have a 4Q conversation with at least one end user weekly
- All employees are involved in collecting customer data
- A mid-management team is responsible for the process of closing the loop on all customer feedback
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How to track your OKRs?
It's important to establish a cadence of check-ins for 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.
Spreadsheets are enough to get started. Then, once you need to scale you can use a proper OKRs-tracking platform to make things easier.
Here are a list of resources to help you adopt the Objectives and Key Results framework.