OKR method: the example of Google

As already mentioned in our previous articles on the OKR method, Google is one of the leading success stories global companies using this strategic management system by objectives and key results (Objectives & Key Results) as a management tool.

Since the introduction of this method by Sergei Brin and Larry Page in 1999, under the impetus of John Doerr, many other star organizations in Silicon Valley have also adopted OKRs, among which: LinkedIn, Netflix, Twitter or Uber.

A legitimate question may then arise: is the OKR method suitable for my company? Does one need to be of a certain size, work in tech, or even be based in California?

In reality, OKRs adapt to all types of companies, and even organizations. One of its main proponents, John Doerr, cites the example of Bono (the singer of U2) in the context of his NGO« One » and goes as far as to suggest using this method within the family context… So, let’s set aside any preconceptions and see how the example of Google can inspire you.

Why does Google use the OKR method?

Preface to the book by John Doerr, Measure What Matters, Larry Page explains that OKRs have enabled Google to to multiply its growth by ten while keeping the company and its teams on the right track, at a time when it mattered most.

OKR’s, a powerful management tool

Google claims that OKRs are a much more adaptable and realistic method to help employees assess their performance and identify their areas for improvement, the traditional evaluation of the bell curve that ranks employees’ performance as low, medium, or high.

The OKR process requires employees to set their own, measurable and publicly visible goals (accessible to all employees via the internal network). In practice, an employee sets a goal (such as increasing the website’s engagement by 20%, % for example), then identifies three or four key results (Key Results), quantifiable, and helps his colleagues achieve their own goals.

Closer to us, the site meilleursagents.com Acknowledges that he succeeded with the OKRs where he had previously failed, thanks to the group dynamics that the method induces: « In the case of redesigning a process for estimating the value of real estate properties, we have This time, the marketing, product, and data teams are working together. to the technical teams. Where we had failed three years earlier, this more successful path has generated a An increase of 30 % from the estimates by Internet users. »

And Christopher Parola, Chief Product Officer At Meilleurs Agents, we conclude as follows:

« It is rewarding for teams to think of plans rather than implement others. We have broken down silos in the company.»

The key results are not general or subjective actions. They should always include a figure to clearly indicate the progress made. For example, if Julie’s goal is to improve her sales prospecting skills, a key outcome could be spending two hours a week observing the team member who is most successful in prospecting.

« This consistency transforms goal setting into a habit and changes the way people think about their work and approach their daily tasks. It establishes natural milestones that prompt you to reflect on what you need to do next and aim high. »

« Most people wouldn’t consider 70% a good score, but for OKRs, that’s about perfect. You want your goals to be ambitious enough to push you beyond your limits. When everyone does it, it forces difficult conversations about what is really necessary to exceed expectations. »

Leadership that gives power to teams

For the OKR method to work, everything must start with the vision, the The company’s raison d’être ! A mantra that has been so well spread by Simon Sinek a long time ago (Start with WHY) and has since been adopted by a growing number of French companies, notably under the impetus of the PACTE Act.

At Google, the company’s main goal is known to everyone: « Making information universally accessible ».
Simple and effective, these are the two key factors for the success of a good goal.

But leaders considering adopting the OKR system must also draw inspiration from Google in collaborative practices. It may then be useful to anticipate the impact of this transformation on their own corporate culture. And if necessary, to to accompany its management and the rest of the teams in adopting the right behaviors.

Google requires that each employee design his or her goals with their direct manager and bans the concept of delegation. This requires a certain profile of manager, and the company specifically seeks to recruit and develop leaders who know how to be clear, consistent, and fair in their decision-making. Consistent leadership on the part of managers provides a safe working environment for teams to express themselves, aware that, to some extent, they can act as they see fit.

At Google, a large meeting is held at the beginning of the year, during which the notes of the main objectives of the previous year are shared (annual objectives + objectives for the fourth quarter). Then the new objectives for the year and the upcoming quarter are shared again.

Following the same pattern, a meeting is organized at the end of each quarter to share the notes of the objectives of the previous quarter and the objectives of the upcoming quarter. During these meetings, It is the people responsible for driving the OKRs within each work team who speak up..

In 2013, Laszlo Bock, former senior vice president in charge of Human Resources at Google, stated that « Teams working with the best managers are more productive, happier, and stay longer in the company« .

Finally, true to its reputation, Google relied on data analysis to identify the eight key qualities of these «managerial» managers» (in order of importance):

1. Be a good «coach»
2. Strengthen your team and don't micromanage
3. Express your interest in the success and well-being of your team members
4. Be productive and focused on results
5. Be a good communicator and listen to your team
6. Help your employees develop their careers
7. Have a clear vision and strategy for the team
8. Develop your technical skills to be able to advise the team

The development of these talents is facilitated by the company’s OKR-based management of projects.

How does Google deploy OKRs?

A fragmentation of work for entrepreneurship

Independence is clearly a recurring theme throughout Google’s work philosophy. This may stem from the backgrounds of founders Larry Page and Sergey Brin, who were still doctoral students at Stanford University before leaving their studies to focus solely on the search engine that became a conglomerate.

One of his most famous management policies consists of Give each collaborator the freedom to devote up to 20% % of their working time to projects that are out of budget but related to the core business, and 10 % to pursue ideas based on his own interests and skills.

Thanks to this policy of’intrapreneurship, Google encourages employees to implement their own ideas within the company and to leave their own unique mark on the company’s actions. To this end, it provides many benefits, including offices and software., This «free time» policy has been useful for retaining key employees and developing about half of Google’s new products. !

Larry Page’s current personal advisor, Jonathan Rosenberg, claims that the «free time» policy is also applicable to small businesses, even with much thinner profit margins and tighter budgets.

«Most companies think that the total amount of work to be done is much more expensive than it really is today (…) because their executives still think in the old mindset of the 20th century manufacturing world.»

Jonathan Rosenberg

Autonomy and commitment, key elements of recruitment

The OKR approach, the leadership team and the principle of «free time» all rely on highly engaged staff capable of managing their own time and responsibilities effectively.

That is why everything starts with recruitment. The research giant expects a lot from those who join it. Especially in terms of autonomy and the ability to surpass themselves.

« One must always aim for the moon, because even in the event of failure, one lands in the stars.« 

Oscar Wilde

As we have seen, the Objectives & Key Results (objectives and key results) are established every quarter, and instead of setting goals that seem achievable within 90 days, Google deliberately chooses to set seemingly unattainable goals, then measures the distance to which employees manage to get closer to them..

Don Dodge, Developer Advocate at Google, he thus states: «ATearing down 65 % of the impossible is better than 100 % of the ordinary.. Setting impossible goals and achieving some of them leads you to take a different path from the most obvious route.»

In return, The company therefore communicates its vision and gives the teams the freedom to implement it.. While trying to eliminate everything that hinders employees and with a hassle-free work environment, and one rich in benefits. That’s what OKRs are seen by Google.

So, even though your company doesn’t have the global reach, the financial power, or the «geek» culture of Google, you can still learn from them. rethink the management of your strategy, the transformation of your company, and the management of your teams, Thanks to the OKR method. And, what's more, we can help you with it too. Training on OKRs and ours sOKRat® support solution !