Cascading OKRs Best Practices: OKRs That Work Part 3 of 6

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What does it mean to cascade OKRs? Cascading is the process of information being passed on. We cascade OKRs through an organization from a company-wide, team, and individual basis. Company-wide OKRs must be aligned to the overall vision of an organization.

To start, you’ll need to have a vision statement (find the link for this video below). From there, we create company-wide objectives based on your priorities for the year.

How do we create the cascade? The example we use outlines OKRs created by the CEO, cascaded down to the VP, and then cascaded down to the individual. You’ll need to decide if you would like to own your key results (KRs), delegate them, or a combination of both. Let’s say the CEO would like to commission a KR to their VP. That KR would become an objective (O) for the VP, in which KRs would then be created based on the O. That’s a fundamental outlook on the process of cascading OKRs in a “tight” manner.

Cascading OKRs in a “loose” manner would require all parties (CEO, VP, and individual) to cascade off the company-wide objective. There would be no delegation of the KRs in a loose scenario.

Company-wide objectives should be an annual goal, while the cascaded OKRs should be quarterly goals. KRs are deliverables as opposed to actions. When you create the OKR cascade, think about what needs to be delivered to ensure the outcome of the objective.

How to write a vision statement:    / watch  .

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