{"id":19907,"date":"2022-06-30T14:30:53","date_gmt":"2022-06-30T13:30:53","guid":{"rendered":"https:\/\/www.talenco.com\/feed?post_id=19907"},"modified":"2026-10-26T17:27:12","modified_gmt":"2026-10-26T16:27:12","slug":"8-errors-that-could-hinder-the-successful-deployment-of-the-project","status":"publish","type":"post","link":"https:\/\/www.talenco.com\/en\/publications\/articles-interviews\/okr-8-erreurs-reussir-deploiement-entreprise\/","title":{"rendered":"OKR: 8 mistakes to avoid to succeed in implementing it in your company"},"content":{"rendered":"

If the OKR method (Objectives & Key Results<\/em><\/a>) is at first glance easy to understand (1 objective and 3 key results), however, implementing the approach can prove complex.<\/strong><\/p>\n\n\n\n

The experience gained by experts talenco on the ground since 2018 has taught us some pitfalls to avoid to ensure the success of the project. success of the deployment<\/strong> OKR and their implementation efficiency over time<\/strong>.Here are the 8 common mistakes<\/strong> The ones we have identified... They will help you stay alert and on track in the daily implementation of OKRs in your company!<\/p>\n\n\n\n

<\/a>Error #1: multiplying the number of OKRs<\/h2>\n\n\n\n

\u00ab Having a large number of OKRs does not necessarily lead to greater commercial success<\/em> \u00bb: that is what emerges from Annual report by There Be Giants<\/a>. Indeed, the higher the number of OKRs, the more important the necessary alignment during activity planning becomes. This takes a lot of time, could limit the agility of many organizations, and could be counterproductive.<\/p>\n\n\n\n

The more we multiply the Objectives & Key Results<\/em>, The higher the risk of not reaching them<\/strong>, This could quickly demotivate the teams and break the momentum. We recommend limiting OKRs to 3 objectives with each of them having 3 key results (+ or -1) to ensure the sustainability and success of the approach. Read this article to learn more about the definition of OKRs<\/a>.<\/a><\/p>\n\n\n\n

Mistake #2: Not playing the role of transparency<\/h2>\n\n\n\n

Transparency is the basic principle and the \u00abcontract of trust\u00bb of OKRs.<\/strong> The culture of secrecy in some groups, especially French ones, could have been a hindrance\u2026 but experience shows that the vast majority of executives and management committees that wish to deploy their strategy with OKRs accept to play the game and enter into a collaborative and transparent approach. As a result of the cascade effect, the community of managers must also adopt the mindset and principles of the method.<\/p>\n\n\n\n

At talenco, we usually prepare a first version of the company\u2019s OKRs (a \u00abbuilding block\u00bb) with the manager who must accept being challenged by his or her management committee: this is an act of leadership<\/em>. If the leader is not prepared to operate in this way, the OKR method is probably not suitable for their company.<\/a><\/p>\n\n\n\n

Mistake #3: Not devoting enough time and energy to engaging and aligning the teams<\/h2>\n\n\n\n

It is often necessary to accept Spend some time defining the objectives and setting the Key Results<\/strong> to then earn it.<\/p>\n\n\n\n

The objectives in particular must be clear, inspiring, give meaning to the entire company, and everyone must see what and how they can contribute to them.<\/strong><\/p>\n\n\n\n

If your OKRs do not inspire your employees to give their best and to invest in the next 3 months, then they need to be clarified and made even more inspiring.<\/p>\n\n\n\n

The enthusiasm of the teams is indeed one of the 5 indicators of the effectiveness of the OKR method in your company<\/a> !<\/a><\/p>\n\n\n\n

Error #4: not being able to measure the progress of the Key Results<\/em><\/h2>\n\n\n\n

We will never say it enough\u2026 one Key Result<\/em> it must be an indicator that is easy to measure and that proves that we are moving towards the goal we have set<\/strong>. It must therefore be measurable, with a time limit and, above all, reviewed periodically, usually every three months.<\/p>\n\n\n\n

When measuring progress, it is important to know where we start from and what we aspire to. What should be measured on a daily basis is The alignment of trends and progressions<\/strong> in an extremely dynamic system. Then, the action plan to achieve this key result must be defined by the team in a logic of accountability.<\/p>\n\n\n\n

Attention, Key results should not be confused with key performance indicators<\/strong> (see our article on The differences and complementarities between OKRs and KPIs<\/a>).<\/a><\/p>\n\n\n\n

Mistake #5: Confusing activities and tasks Key Results<\/em><\/h2>\n\n\n\n

This confusion often occurs when the Key Results<\/em> (KR) are expressed in the form of tasks or a plan of actions to be carried out. Attention\u2026 This is the correct definition of Key Results<\/em> which must subsequently generate a list of actions to be implemented. The Key Results<\/em> They do not measure work and activity, but only the results to be achieved to contribute to the success of an objective.<\/strong><\/p>\n\n\n\n

The Key Results<\/em> They are not a task and should not be confused with a \u00abto-do list\u00bb. They measure progress towards the goal, not its achievement.<\/strong> Thus, an indicator measured at 70 % will be considered as \u00abattained\u00bb.<\/a><\/p>\n\n\n\n

Mistake #6: Not establishing OKR rituals<\/h2>\n\n\n\n

Expecting everyone to take responsibility for their OKRs is illusory. The OKR method requires a certain rigor, a certain rhythm, and a real dynamic.<\/strong><\/p>\n\n\n\n

Encouraging good routines within teams ensures the sustainability of the approach and that the momentum does not falter. Meetings vary depending on the company, but as a minimum, it is recommended to have:<\/p>\n\n\n\n