OKR与KPI并行实例.doc

Whats a use case where a company uses both OKR and KPI?有没有同时使用OKR与KPI的公司实例？Simple answer: All companies that use OKRs use KPIs.简单来讲：所有使用OKR的公司，都在同时使用KPILong answer: At the company level, most OKRs are directly tied to KPIs. To illustrate, suppose a company has the objective: Achieve Financial Targets with the following 3 key results:详细的说：在公司层面上，大多数的OKRs都与KPI直接相关。例如，假设一个公司有这样一个O：“达成财务目标”，和以下3个KRs：1-Double company revenue to $10M in Q22-Increase gross profit margin to 25% for Q23-Increase recurring revenue from existing install base as compared to prior quarter1. 在Q2，提高公司收入的一倍，使总收入达到1000万美元2. 在Q2，将毛利润率提高25%3. 与上季度相比，增加现有市场的经常性收入Each of these key results has the KPI in bold built in!每一个KR都内置了粗体的KPI！At the department level, you will find many key results do not translate directly to KPIs since key results are often milestone goals rather than metric goals.在部门层面，你会发现有很多KRs是无法被直接转化为KPI的，因为在这个层面上的KRs通常表现为“里程碑式目标”而非“可度量的目标”Differentiating between these 2 fundamental types of goals makes it easy to understand how OKRs and KPIs work together. Suppose a marketing department has the objective make growth sustainable with the following 2 key results:区分这两种不同的目标类型，有助于我们理解OKRs和KPIs是如何一起运作的。假设市场部有一个O“可持续增长”，和以下两个KRs1: Launch marketing automation system and send nurture emails by end of Q11. 启动自动化营销系统，在Q1之前发送潜在客户培养邮件。2: Reduce overall marketing cost per lead by 5% compared to same quarter last year2. 与上季度相比，降低每个销售线索营销成本的5%。Notice that Marketing cost per lead is a KPI at the marketing team level, but launch marketing automation system is not a KPI and should be treated as a milestone goal.需要注意的是，“每个销售线索的营销成本”是一个市场团队层级的KPI，但是“启动自动化营销系统”却不是一个KPI，它应该被视为一个里程碑式的目标。While milestone goals do not directly include a KPI, milestone goals are designed to drive KPIs in the right direction. For example, launching the new marketing automation system is probably intended to reduce the marketing cost per lead KPI.即便里程碑式目标中并不直接包含KPI，它依然旨在推动KPIs朝着正确的方向前进。例如，“启动自动化营销系统”就可能是在尝试减少“每个销售线索的平均推广成本”。而后者，就是一个KPI。I hope these examples help explain how OKRs and KPIs work together.希望这些例子可以帮助解释OKR与KPIs是如何共同运作的。Bonus lessons from the field:One of my greatest insights as a KPI Analyst occurred the day I realized that KPIs emerge organically when companies set their OKRs.KPIs会有规律的出现在公司设定的OKRs中，这是我作为一个KPI分析师时，最重要的发现之一。In fact, I am not a big fan of the traditional approach for defining KPIs whereby companies begin by brainstorming a long list of all possible KPIs and then select the 5-9 highest scoring KPIs to include in performance dashboards. Rather, I advise starting by defining OKRs at the company and team levels and then using the KPIs that emerge in your performance dashboard.事实上，我不太喜欢KPI的传统定义方法公司在头脑风暴后设置出一长串的KPIs，然后挑选其中5-9个评分最高的纳入到绩效看板中。相反的，我会建议在一开始的时候，先定义公司和团队层级的OKRs，然后再纳入那些应该出现在绩效看板中的KPIs。Note on data collection and reporting:关于数据收集和汇报的注解：If the KPI is not already measurable, consider setting a key result to make the KPI measurable or define a KPI that is measurable.如果某个KPI在一开始没有办法被衡量，我们可以考虑设置一个KR来帮助这个KPI变的可衡量, 或者，利用这个KR去重新定义一个可衡量的KPI。I often find managers who complain about how painful it is to get data, but these teams somehow find ways to get the data when 1) senior leadership expects it and 2) senior leadership showcases managers who present their KPIs at companywide meetings. Therefore, I advise making each team responsible for reporting their own OKRs and KPIs. Requiring managers to report their own teams data and progress often leads to a key result for each team like measure and reduce the cost of reporting monthly KPIs 我发现，那些抱怨获取数据有多么痛苦的管理者，都在下面的情景中找到了获取数据的方法：1）当公司高管对这些数据抱有期待时，2）当公司高管在公司级会议上称赞公开自己KPI的中层管理者时。因此，我建议每个团队都公开自己的OKRs和KPIs。要求中层管理者汇报本团队的数据和进展，通常导致每个团队都设置出一个类似的KR：“测量并降低KPIs的月度汇报成本。”Assuming your team is making progress, taking the time to document this progress will be time very well spent!如果你的团队正在OKR方面取得进展，花点时间去记录这些进步绝对值得的！