Vikram is an Associate Vice President, Product Management at
PeopleStrong, a SaaS based product company, focused on HR and Work tech.
Vikram co-founded qilo (the predecessor of Alt Performance) which was acquired by PeopleStrong. Before founding Qilo, Vikram’s first start-up was PracLabs.com, India’s first MOOC platform focused on enhancing the employability of graduates
One of the biggest reasons for failed OKR (Objective & Key Results) implementation is Cascaded OKRs. Cascading means that the business head’s Key Results are taken as the objectives for her direct reports, and then the flow of cascading goes on till the last person in the company. It looks something like this: OKR Cascading There are 3 major flaws with Cascading OKRs If you follow a quarterly OKR cycle, then you end up spending too much time going top-to-bottom.
A design pattern is a general repeatable solution to a commonly occurring problem. In the context of OKR (Objective & Key Results), many companies fail at the implementation stage as they find it challenging to arrange OKRs in a way that can lead to successful implementation and adoption of the framework.
Ram Charan wrote in his book for execution – the future companies are the ones who will execute well in Strategy, People, and Operations. While strategy and operations are very well defined, the challenge has always been in the crucial link, “people” – aligning them is the key to organizational success.
The current process of yearly goal-setting practice in most of the companies is dead. The 3 major reasons for this dead-end process are: It doesn’t make sense to employees, managers, and management. It doesn’t help in getting work done on business objectives which the company wants to achieve the next 12 months.