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What are OKRs? 什麼是OKRs(目標與關鍵成果)?
Objectives and Key Results (OKR) is a popular leadership process for setting, communicating and monitoring quarterly goals and results in organizations. The goal of OKRs is to connect company, team and personal objectives in a hierarchical way to measurable results, making all employees work together in one unified direction. OKRs are usually implemented in special OKR software.
目標與關鍵成果(OKR)是企業組織設定、溝通並追蹤定期目標及成果實現與否的一套領導管理工具。其目的在於統合企業、團隊與個人所設立的目標及對成果的衡量，如此能確保所有員工的工作方向一致。通常企業組織會把它放在特定的相關軟體裡做管理。
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Big part of OKRs is making sure each individual knows, what's expected of them at work. OKRs are kept public in front of everyone, so people and teams move towards the same goals and know what others are focusing on.
企業組織設定OKRs的主要用意在於：確保每位職員了解自己對工作表現的期望。由於OKRs是公開透明的，所有職員與團隊得以確保方向一致，並可以從中了解彼此的工作。
OKRs consist of a list of 3-5 high-level objectives. Under each objective then usually 3-5 key measurable results are listed. Each key result has a progress indicator or score of 0-100% or 0 to 1.0 that shows its achievement. See the example OKRs special site for how OKRs are worded in real life practice.
OKRs是由3到5個高層級的目標所組成的，在每個的目標下又細分成3到5個可以衡量這些目標實現與否的關鍵成果(Key Results)。這些成果都會以一個進度圖或是分數(百分比或是0-1.0)來呈現。如果想進一步了解相關資訊，OKRs實務網站上有提供相當多的範例可供參考。
Usually OKRs are part of a recurring quarterly planning and progress review process. While majority of OKR usage is quarterly, some companies also set annual or monthly OKRs.
OKRs通常是對企業流程作定期規劃及進度追蹤的其中一個環節。儘管大部分企業設定的OKR為期一季，不過有些企業也會設定年度或是月度的OKRs。
It's said, that if there is one leadership and team management practice every leader should implement, it's OKRs. It's lightweight, does not consume time or resources, but gives strong benefits for productivity, focus and company culture.
綜上所述，如果每個層級的主管想要有統一的領導管理方式及團隊管理措施時，那麼這時候最適合使用OKRs。優點在於無須耗費過多的時間或資源，卻能對績效、企業文化及工作的聚焦產生龐大的效益。
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Implemented initially in 1970s by the President of Intel Andy Grove it later spread across many tech companies, especially when Google started using them early on. Nowadays OKRs are used by tens of thousands of teams and companies from SMEs to Fortune 500. Google, LinkedIn, Intel, Zynga, Sears, Oracle and Twitter are just some well-known OKR users who love and use them.
既然提到OKRs，那就得說明它的起源：起初OKRs是由英特爾(Intel)執行長Andy Grove於1970年代所發明的，到了數十年後的今天，有非常多的科技公司都使用這套管理方法。OKRs的盛行得歸功於Google在創立初期的使用，這就是造就日後成為搜尋引擎巨擘的原因。在Google 的成功案例，進而推動許多企業跟進使用。時至今日，從中小企業的營運團隊到世界前五百大企業，多達上萬個企業組織都使用OKRs，像是Google、Linkedin(領英)、Intel(英特爾)、Zynga(網頁遊戲開發商，開發臉書等社交網站的網頁遊戲)、Oracle(甲骨文)與Twitter(推特)等都是使用OKRs的著名用戶。
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See this infographic for more about OKR history, users, quotes, best practices and examples.
礙於篇幅有限，如果想進一步了解相關歷史、使用者體驗及最佳範例，那麼可以看OKRs的資訊圖表。
To implement Objectives and Key Results, use an online OKR software tool like Weekdone.
另外，如果您想利用OKRs做目標管理，不妨使用像Weekdone這樣的OKR線上軟體。
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Structure of OKRs OKRs的結構
OKR structure is very simple:
OKR的結構其實非常簡單：
Objectives.
You start by defining 3-5 key objectives on company, team or personal levels. Objectives should be ambitious, qualitative, time bound and actionable by the person or team.
目標
首先可分別在企業、團隊或是個人層級設定3到5個重要目標。而團隊與個人目標的設定都應具有野心、明確的期限、具體可行及需要花費心力的特性。
Results.
Under each objective, define 3-4 measurable results, not more. Key results should be quantifiable, achievable, lead to objective grading and be difficult, but not impossible. OKR results can be based on growth, performance, revenue or engagement. Often they are numerical, but they can also show if something is done or undone, so a binary 0 or 1.
成果評估
在各項目標下，擬定3至4個左右可衡量目標的成果。這些成果都應具備可量化、可達成、幫助企業營運有具體進展、困難但有機會完成等特性，並以成長、績效、收益或排程作為設定成果的依據。通常會以數值來呈現成果，不過，也可用0或1來標示事情的完成與否。
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How to use OKRs? 如何使用OKRs?
Once defined, communicate OKR objectives and key results to all stakeholders and make sure they are understood. If needed, tune the wording together to have a common understanding.
一旦設計完OKRs，就要將相關資訊公開於所有利害關係人，並確保他們理解。如果必要時，可以更換用字讓他們了解得更清楚。
As people start working, they update their result indicators regularly - weekly is a good period. An objective is considered done when 70-75% of its results have been achieved. If 100% of objectives results get done, it's not considered ambitious enough.
當這些人開始按OKRs在工作時，設計者應該定期更新他們的成果指標-每周更新是再好不過的。如果一個目標的完成率大約落在70%到75%時，即可代表這項目標有完成。如果當目標的完成度達到100%時，就表示這項目標設得太低。
Review OKRs regularly, as needed. Be flexible. If your company, team or personal goals change, feel free to change the OKRs together as well. No process should be more important than common sense and everyday business.
如有需要，那就定期回顧OKRs吧。切記別過於固執-抓著原定的OKRs不放，如果您的企業、團隊或是個別員工的目標改變時，那就自在更改相關的OKRs吧。畢竟，沒有任何管理流程也沒有比常識跟日常工作狀況來得重要。
See here how OKRs can be implemented in minutes in the leading online OKR software.
如果對於OKRs的設計有興趣者，可點擊此處實際操作喔
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Benefits OKR的效益
The main benefit is to keep vision, goals and objectives always in front of employees. They'll know what's exactly expected of them. They can then also align their work to team, department and company goals.
能讓目標與其目的不斷向全體員工公開是OKR主要的效益。在公開透明的情況下，他們得以了解組織對工作的期待，並在完成目標的過程中能確保方向一致。
When set up and used regularly, OKRs are really simple to use and do not take much time to implement or follow. Often it takes just a few hours each quarter to check and review the OKRs, although you will look at them as a reminder and mark your progress on a weekly basis.
當設計完成並定期使用OKRs時，會發現其使用容易且無須耗費過多心力或時間-儘管每一周都須做核對，但通常只需要幾個小時就能完成。
OKRs are often loved by leaders and managers seeing their people start moving towards important goals, not small unimportant tasks. Focus and productivity is the result of good OKR process.
許多領導階層因為樂見員工開始聚焦於重要的目標，而非花心力於不重要的任務，所以很喜歡使用OKRs。因此，工作的聚焦及效能提升都是設計良好的OKRs下的結果。
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When to use OKRs? 何時使用？
It's said if you're looking to implement just one best practice management tool in your team or company, Objectives and Key Results should be it. Whenever you want your people move in right direction, just implement OKRs and have the employees follow your vision. No wonder OKRs have taken Silicon Valley and the rest of the world by storm.
如果您正在找您團隊或是企業最適合的管理工具，那麼就不應錯過目標與關鍵成果(OKR)。因為當您想讓底下的員工工作方向一致，那麼只要設計OKRs即可。難怪在矽谷和其他高科技產業都相當盛行呢。
Getting started with OKRs is easy and simple by following the guidelines in OKR software
如果照著OKRs入門篇的方式，其實設計OKRs一點都不難。
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Companies using OKRs - Case Studies OKRs的個案研究
First introduced at Intel. Made mainstream and popular by being used all across Google. Loved by many tech and mainstream companies from startups and SMEs to Fortune 500. OKR users include Twitter, Sears, LinkedIn, Oracle, Zynga and many others.
英特爾是世上第一間使用OKRs的企業，而之所以OKRs會有現在風靡於世，正是因為Google使用後的效果絕佳。除了Google外，許多科技公司及大型企業，包括推特、領英、西爾斯(美國最大的私人零售企業)、甲骨文、Zynga及其他企業都是OKRs的愛用者呢。
Learn how other companies use OKRs to improve their teams by reading these OKR case studies.
透過閱讀這些OKRs的個案研究，可以了解其他企業改善團隊績效的過程。
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