Why Cascading Goals & OKRS at Axelerant?
In the next few years, we will find it critical to consider Axelerant in context, with objectives tied to our purpose and mission. Further, doing so should be sustainable to exist as a successful organization.
For example, by balancing sustainability through, per Strategy - Axelerant DRAFT.
Empowered team members
Delightful customer offerings and experiences
Healthy profits
For these examples to succeed, I've experienced that they must be part of a system supporting the intended result. Otherwise, like past objectives, they result in siloing or incohesive fit with other Axelerant aspects.
Therefore, goals reassessment and prioritization must occur.
We must determine Axelerant's top-level objectives for organizational direction. Further, recognize that some areas of Axelerant are good enough as is, given they remain consistentAs past goal setting and tracking has been disjointed, our clarity across the organization needs to be improved, especially in helping people know how they fit into and relate to the organization. With Leapsome Goals, we can readily create a picture connecting people, groups, and Axelerant.
Therefore, let us reconsider how organizational objectives cascade through Axelerant.
Simply put, the desired results of a top-level Axelerant objective are the goals of a department or group in which individuals or teams own the how of reaching success.
General Understanding and Best Practices
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Objectives build transparency and alignment, spreading the intent of working towards the same goal across the organization.
Warning: Objectives shouldn't be a simple expansion of something we've already mastered–they should be groundbreaking.
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Key results must be quantifiable, measurable, and balanced. They should guide, fuel, and not compromise our audacious plans.
Warning: Key results shouldn't be easy to reach; they should be meaningful enough to be celebrated when achieved. E.g., Is it worth pushing to #celebrate or #learn?
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Starting with a clear purpose and priorities for the year ahead, we can translate those priorities into three or four business company goals.
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What's our starting point? When having more than one objective, we must decide which to tackle first. We can do so based on importance or what's most doable.
Which are our highest priority initiatives? Consider which areas deserve more attention than others. We might focus on one objective because it's more challenging or requires fewer resources.
What is each team member responsible for? Help the team organize its initiatives and break down team objectives into individual ones.
Remember: OKRs must align with Axelerant's goals. Although team OKRs are scoped by their people, those OKRs require organizational alignment validation by the performance management team.
Bonus: In assigning ownership of team OKRs, you may create individualized goals and OKRs that extend support toward Axelerant’s growth and purpose.
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Keep OKRs in shape by regularly monitoring progress, making your goals an ongoing conversation, and recognizing every accomplishment. Praising team members and giving constructive feedback are excellent ways to engage everyone and keep OKR’s potential in mind.
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Expectations of Leaders and Team Members
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In the next few years, we will find it critical to consider Axelerant in context, with objectives tied to our purpose and mission. Further, doing so should be sustainable to exist as a successful organization.
For example, by balancing sustainability through, per Strategy - Axelerant DRAFT.
Empowered team members
Delightful customer offerings and experiences
Healthy profits
For these examples to succeed, I've experienced that they must be part of a system supporting the intended result. Otherwise, like past objectives, they result in siloing or incohesive fit with other Axelerant aspects.
Therefore, goals reassessment and prioritization must occur.
We must determine Axelerant's top-level objectives for organizational direction. Further, recognize that some areas of Axelerant are good enough as is, given they remain consistent.
Typically, organizational and department objectives will be assigned to the yearly goal cycle, while group and individual objectives are quarterly.
To reach these lofty objectives, let us decompose them into three-month segments. Then place them sequentially into upcoming goal cycles.
Near-term goal planning happens the month before the goal cycle begins. For example, in planning Quarter 4 of January 1-March 31, its goals are finalized during December.
The quarterly time frame encourages team members and managers to establish reasonable, achievable outcomes. And hopefully, as we achieve those goals, we should ensure time to learn from and share the experience towards the next goal set.
Reducing significant objectives into smaller tangible goals, each with steps toward completion, is a practical, repeatable methodology to ensure desired results.
Using Leapsome for Goals & OKRS
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