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Dreams with Deadlines

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The brightest minds in strategy execution are here

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Elie Casamitjana

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Christine Sandman Stone

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Ben Lamorte

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Mukom Tamon

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Natalie Webb

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Brett Knowles

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Erno Marius Obogeanu-Hempel

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Renae Fisher

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Lucas Gauzzi

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Antonio Civita

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Cinny Little

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Richard Russell

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Vidhya Parvathy Mahadevan

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Mike Goitein

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Peter Kerr

It was early 2020 and John Doerr's book Measure What Matters was just released two years prior. As it climbed the lists of bestsellers, more leaders started talking about using the <a href="https://quantive.com/resources/articles/okr-meaning" target="_blank" rel="noopener noreferrer">objectives and key results (OKRs) methodology</a>, believing there could be a more effective way to change and grow their organizations.&nbsp;&nbsp;&nbsp;There was a lot of excitement about the “why” of OKRs, but not so much information about how to put them into practice. At <a href="https://quantive.com" target="_blank" rel="noopener noreferrer">Quantive</a>, we knew the OKR framework was powerful and transformative and wanted to hear and share the stories of leaders who had experience using them.So, we decided to create a podcast about bridging the strategy execution gap emphasizing the practical use of OKRs. Napoleon Hill's quote, "A goal is a dream with a deadline," inspired our name. Equipped with a name and a vision, the <a href="/podcasts" target="_blank" rel="noopener noreferrer">Dreams with Deadlines podcast</a> was born.

Three years and 60 episodes later, the conversations are just as relevant. The demand for OKRs has only grown, particularly in an <a href="https://quantive.com/resources/articles/recession-proofing-your-business" target="_blank" rel="noopener noreferrer">uncertain economic climate</a> where organizations seek a way to navigate change and maintain focus.&nbsp;It became clear that the Dreams with Deadlines podcast tapped into a deep well of knowledge and expertise within the expanding OKR ecosystem.&nbsp;&nbsp;As we spoke to numerous OKR experts and practitioners across the globe, one truth was reinforced: there is no one-size-fits-all approach to OKRs. While this presents a challenge, it also brings exciting possibilities. There is no playbook, but rather a world of experimentation, where lessons learned and personal stories could help others on their own OKR journey.&nbsp;&nbsp;The Dreams with Deadlines podcast became a gateway into this passionate community. Through listener feedback and reviews, we realized the profound impact these personal stories had on propelling others to success. It became abundantly clear: we had more than just a podcast — we had the makings of a community.

The Dreams with Deadlines community is an evolution of our story. We bring together leaders, innovators, and coaches who want to achieve bold goals to influence their organizations and our world for the better. By sharing our stories and solving problems collaboratively, we amplify our potential for growth and success.Keeping the big picture in mind can be challenging in today's unpredictable environment. Distractions, disruptions, and obligations can obscure our goals and objectives, leading to failures in follow-through. This is especially true for ambitious organizations that seek to achieve audacious goals, but lack support or guidance to do so.&nbsp;&nbsp;This is why Dreams with Deadlines exists. We are a community of practice committed to helping and supporting the achievement of ambitious goals in an ever-evolving world.&nbsp;Our mission is to foster excitement, provide education, and offer support around OKRs and agile practices. Within our community, everyone has a space to network, exchange ideas, learn best practices, share experiences, and connect with like-minded individuals.&nbsp;&nbsp;If you're inspired to learn, grow, and make progress towards what matters, we invite you to <a href="/join" target="_blank" rel="noopener noreferrer">join our community</a> of like-minded leaders to achieve bold goals and influence our world for the better.<hr>Dreams with Deadlines is the one and only strategy meets execution community. We’re a global network of ambitious leaders who are passionate about using OKRs and agile practices to achieve audacious goals and build a better future.Whether you’re new to OKRs or a seasoned pro, the Dreams with Deadlines community is where you’ll find the knowledge, connections, and resources you need to achieve your goals with greater confidence, efficiency, and impact.<a href="https://community.quantive.com/join" target="_blank" rel="noopener noreferrer">Join for free</a> to get access to our private Slack forum, <a href="https://community.quantive.com/events" target="_blank" rel="noopener noreferrer">exclusive events</a>, and curated networking opportunities to fuel your personal and professional growth.&nbsp;

What is the Dreams with Deadlines Community?

Why wait to learn from your mistakes when you can learn from others? &nbsp;Analyzing someone’s failures means determining what went wrong, why it happened, and how they responded. Through another person's failure, you can learn what not to do and consider what you should do in a similar situation.&nbsp;This approach to learning can be an effective way to gain insight and knowledge, saving you from those difficult experiences with OKRs. In this guide, we'll explore a few of the pitfalls in OKR programs, then suggest tips on how to avoid them to increase your chances of success.&nbsp;

You are:<ul><li>An executive, OKR Champion, or someone interested in improving strategy execution with the OKR methodology</li><li>Familiar with OKRs — you understand the basics, have explored OKR books and resources, and want to deepen your understanding</li><li>Curious how things can go wrong in an OKR rollout and how you can avoid missteps</li></ul>By the end of this guide, you will:<ol style="list-style-type:decimal;"><li>Understand the causes of OKR program failure</li><li>Be able to identify OKR misconceptions</li><li>Know how to avoid and address common pitfalls</li></ol>Let's get started.

Sometimes organizations <a href="https://quantive.com/resources/articles/how-to-implement-okrs" target="_blank" rel="noopener noreferrer">implement OKRs</a> for the wrong reasons. They may not understand the method or the goal of OKRs or they confuse it as a replacement for other methods, like performance management.<h3>“For the wrong reasons” OKR scenario</h3>Jessica, a <a href="https://quantive.com/resources/articles/chief-of-staff-okrs" target="_blank" rel="noopener noreferrer">Chief of Staff</a>, devours a copy of Measure What Matters over the weekend. When she returns to work, she gathers a few folks from her team and shares, "I read this great book. We should do this. We're doing OKRs." &nbsp;Her team scrambles to figure out what this means and how to make OKRs happen, using their own copies of the book as reference. Eventually, executives ask all employees to craft OKRs without proper justification or training. &nbsp;No one knows why they're supposed to do this, and everyone thinks it's another way for leadership to ask for more reporting.<blockquote>"Too often, the why OKRs and why now communications are weak or even absent from the broader communications needed to position OKRs correctly beyond the senior leadership team and OKR sponsors."&nbsp;– Peter Kerr&nbsp;</blockquote><h3>A better way</h3>OKRs are about turning good ideas into great execution. &nbsp;They provide a common language to articulate your goals, track and measure progress, and reassess priorities. They encourage autonomy, ambitious outcomes, and <a href="https://quantive.com/resources/articles/cross-functional-collaboration" target="_blank" rel="noopener noreferrer">cross-functional collaboration</a>. &nbsp;Every organization might have a different reason for why they use OKRs — the key is to have a compelling one.<h3>Expert tips</h3>Create a strong why statement. Author Simon Sinek suggests this simple framework:<blockquote>To [insert contribution], so that [insert impact].</blockquote>Here are some good why statements:<ul><li>To strengthen communication, so we can break down silos</li><li>To increase focus and <a href="https://quantive.com/resources/articles/organizational-alignment" target="_blank" rel="noopener noreferrer">alignment</a>, so we can maintain market leadership</li><li>To improve accountability and evaluation, so we can keep our customer promises&nbsp;</li></ul>

According to writer and strategic advisor <a href="https://rogerlmartin.com" target="_blank" rel="noopener noreferrer">Roger Martin</a>, strategy is a set of five choices for winning. For OKRs to work best, you need a strategy.&nbsp;<h3>“The empty strategy” OKR scenario</h3>Linda, an executive coach and OKR expert, discusses an OKR implementation initiative with her new client Doug, the <a href="https://quantive.com/resources/articles/chief-operating-officer-okrs" target="_blank" rel="noopener noreferrer">COO</a> of a manufacturing company.&nbsp; In the meeting, Linda says, "If I asked you to share, within 10 minutes, the most updated <a href="https://quantive.com/resources/articles/business-strategy" target="_blank" rel="noopener noreferrer">company strategy</a> document you have, what would you send me?"&nbsp;Doug pulls up a spreadsheet containing the budget and something resembling a Gantt chart, then walks Linda through the document. Linda now realizes this client engagement just grew beyond OKR implementation.<blockquote>"Work on the foundations by making sure the mechanics of the business are understood by everyone. Only in this way will teams be able to understand their role within the strategy and contribute." &nbsp;– Antonio Civita</blockquote><h3>A better way</h3>Don't confuse strategy with planning.Strategy is a set of integrated choices. OKRs then provide a plan of execution toward that strategy. Without a strategy, OKRs risk becoming unfocused statements such as "Increase sales" and "reduce costs." In such cases, they may not be worth the effort.&nbsp;<h3>Expert tips</h3>Have a strategy in place, and make sure your strategy provides clear direction as an OKR foundation. Reflect on the questions from Roger Martin's Strategy Choice Cascade:<ul><li>What is our winning aspiration?</li><li>Where will we play?</li><li>How will we win?</li><li>What capabilities need to be in place?</li><li>What management systems must be instituted?</li></ul>Refer to his <a href="http://www-2.rotman.utoronto.ca/rogermartin/newScans/strategicChoiceStructuring.pdf" target="_blank" rel="noopener noreferrer">Strategy Choice Structuring process</a> or your own method of strategy development. Keep any strategy documents under five pages, as anything more is morphing into <a href="https://quantive.com/resources/articles/strategic-planning-process" target="_blank" rel="noopener noreferrer">strategic planning</a> territory.&nbsp;

OKRs involve change management — you're asking everyone to <a href="https://quantive.com/resources/articles/what-is-the-modern-operating-model" target="_blank" rel="noopener noreferrer">operate in a new way</a>. But while managers may view change as an opportunity to strengthen the business, teams may view it as disruptive and intrusive.<h3>“Everything, everywhere, all at once” OKR scenario</h3>Marcus, a department head, learns about OKRs and thinks it'd be great for his teams to adopt them. He meets with the executive team, gets buy-in, and starts a <a href="https://quantive.com/resources/articles/okr-playbook" target="_blank" rel="noopener noreferrer">company-wide OKR rollout</a>, but doesn’t consider how this change will affect employees. &nbsp;During this time, his company is working towards a big seasonal event — everyone is heads down and focused. While Marcus has a great rapport with his teams, they think the OKR initiative is a distraction and ignore it. It seems like a fine idea, but it’s not a priority because everyone’s focusing on a demanding project. &nbsp;No one engages or connects with the purpose of OKRs, and Marcus’s implementation fizzles out.<blockquote>"You really need to assess the environment before introducing some kind of massive change. If your organization is already going through something big, it may not be the best moment to introduce OKRs." &nbsp;– Lucas Gauzzi</blockquote><h3>A better way</h3>Keep context in mind and approach your OKR initiative incrementally. &nbsp;You may get excited when you see positive results from a proof of concept. But concepts may fail to show you the planning, consideration, and timing it takes to see OKRs succeed.Refrain from doing too much, too fast, especially without team buy-in. Forceful adoption will yield lackluster engagement — you need to connect people with the purpose behind OKRs.<h3>Expert tips</h3>Avoiding the Big Bang approach involves doing your due diligence, for the methodology and your teams.Ask questions<ul><li>Why OKRs?&nbsp;</li><li>Why roll out now?&nbsp;</li><li>Why not later?&nbsp;</li><li>How will we track our progress?&nbsp;</li><li>How do we define success? Be specific.</li></ul>Secure executive buy-inHave senior leaders review your plan. Show them what change looks like. Explain the steps you'll take to ensure success. Get an executive sponsor to support the program actively.Start with a proof of conceptBegin with senior leadership, a pilot department, or pilot team. Educate and train. Have the right advisors and coaches on board. Celebrate wins and develop internal <a href="https://quantive.com/resources/case-studies" target="_blank" rel="noopener noreferrer">case studies</a>. Recruit knowledge replicas (i.e., OKR Champions and Ambassadors) to help drive change.Simplify and scale upBake OKRs into existing meetings and rituals. Make sure to review, discuss, and track for impact. Expand to more teams and departments gradually. Each group will need about three cycles. Expect to tweak and learn as you go.&nbsp;

OKRs are deceptively simple in concept, but not easy to execute. When you first hear about them, you think, "This is so obvious. Of course." But when you implement OKRs with your teams, you realize they take committed effort, clear guidelines, and ongoing adjustment.&nbsp;<h3>“Tunnel vision” OKR scenario</h3>Dara, an <a href="https://quantive.com/resources/articles/engineering-okrs" target="_blank" rel="noopener noreferrer">engineering</a> lead, completes her OKR training and is prepared to develop OKRs with her team. She sets up OKR creation sessions for team and individual OKRs. &nbsp;Everyone feels good about their OKRs but didn't have anyone review or challenge them.&nbsp;Once the <a href="https://quantive.com/resources/articles/okr-cycle" target="_blank" rel="noopener noreferrer">OKR cycle</a> starts, Dara and her team realize their mistake — they made OARs, objectives and all results. Many key results were tasks. Unexpected projects distract her team from making meaningful progress. They find it difficult to execute, deliver, and measure results.<blockquote>"The biggest mistake is feeling a need to include everyone and everything and they lose the heart of the OKRs. They dilute their outcomes and create a cumbersome structure that does not lead to increased performance." &nbsp;– Christine Stone &nbsp;</blockquote><h3>A better way</h3>Invest in a review system or OKR advisory, whether internal or external — this ensures OKRs are not defined in isolation. &nbsp;Remember, OKRs aren’t where you cram all your work. The idea is to identify areas for focused improvement in the near term. Coaches can help people get unstuck through education, organization, and communication.<h3>Expert tips</h3>There are no hard and fast rules to OKRs. It’s on your organization to create and adjust your own solutions. Here's how:<ul><li>Iterate: Hold special meetings for the first nine months to work on your OKR solution. Assess interactions, <a href="https://quantive.com/resources/articles/okr-tracking" target="_blank" rel="noopener noreferrer">track OKR achievement</a>, identify trends or abnormalities, and make changes until the system runs smoothly.</li><li>Learn: Engage professional consultants or OKR coaches with experience in your culture, values, or metrics maturity, but don’t assume they have to be industry/function experts.</li><li>Adapt: <a href="https://quantive.com/resources/articles/okrs-and-cfrs" target="_blank" rel="noopener noreferrer">Get feedback from participants about OKRs</a> and how they fit into your daily operations. Identify areas for improvement and refine your OKR program to align with your organization's goals and values.</li></ul>

Data-to-insights teams’ work must connect to what business teams need to know. That connection requires a focused investment of resources in data analytics. But the investment in culture change, which is just as (if not more) important, is not keeping up in organizations.<h3>“What really matters” OKR scenario</h3>Julie, a data and analytics leader, submits her budget request for the year — increase data investment. Her goal: less data in outdated and siloed legacy environments and more in cloud-based environments. &nbsp;Her COO, Soo, asks how this increased investment translates into business value.Julie's focus is operational — products, AI and ML, quality and security, and managing architectures. She thinks, “Am I responsible for data literacy and consumption too?”Soo explains, "If we are not delivering business value in some measurable form, what have we accomplished?"<blockquote>“Outside OKR expertise can help build an effective OKR program, changing ways of working that require true, two-way collaboration between business and data analytics team members.”– Cinny Little</blockquote><h3>A better way</h3>In a <a href="https://www.wavestone.us/insights/data-and-analytics-leadership-annual-executive-survey-2023/" target="_blank" rel="noopener noreferrer">2022 survey of data and analytics leaders</a>, 88% of organizations reported increased data investment. But 80% viewed cultural factors as the key blockers to driving business value from data investments.&nbsp;The culture, people, processes, and organizational systems — not technology — are the main challenge to <a href="https://quantive.com/resources/articles/digital-transformation" target="_blank" rel="noopener noreferrer">being data-driven</a>. The cost of measurement needs to be lowered to create accessible data. &nbsp;Employees need skills like data literacy, while leaders are challenged with aligning teams. Between everyone, communication capabilities must evolve to drive lasting results.<h3>Expert tips</h3>Get started, then get bigger. Some teams need to see what <a href="https://quantive.com/resources/articles/how-to-write-okrs" target="_blank" rel="noopener noreferrer">a good OKR</a> is before they can create that mental adaptation. &nbsp;Here are two approaches for starting small:<h4>The "what’s going on” approach</h4>Work with a data analytics leader to determine which actions are being taken through daily dashboards or reports. If you have no idea, dig into that. A business decision-maker can help with what these dashboards or reports should include.&nbsp;If data isn’t available, create an OKR on gathering the data needed for your objective (if it makes sense from a timing and budget standpoint).<h4>The “key stressor” approach</h4>Learn what business decision-makers are worried about and the metrics to show progress. Work collaboratively on one or two objectives, tying insights from current data.&nbsp;If this isn’t possible, create an OKR describing the work needed to gather the data. Be sure to specify the timing and identify agreed-upon deliverables.&nbsp;

Don't set and forget OKRs. Reviewing OKRs infrequently or irregularly can lead to this. &nbsp;OKRs must be integrated into weekly work to be effective. In contrast, OKR programs can become over-engineered. There should be a balance between focusing on the process and reaping its benefits.&nbsp;<h3>“Practice what we preach” OKR scenario</h3>Rosa spends a week crafting OKRs with her department leaders and OKR champion. Her company’s OKR program executive sponsor, Naya, wants more department involvement in OKRs this quarter and for everyone to shift from an output to outcome mentality.Naya: “You don’t seem convinced that OKRs are helpful.”Rosa: "I'm concerned about why this matters if the teams were productive. We have a roadmap. Everyone on my team works in sprints. Why do we need OKRs?”Naya: “I've noticed we're working in silos. Yes, your team ships, but sales has voiced that they’re struggling to sell what you're developing, and we likely won't hit our revenue targets. When was the last time your team talked to another department or spoke with a customer?"Rosa: "I... don't remember."&nbsp;Naya: “So here’s an opportunity. OKRs are supposed to help us with this. We need a common language to describe what success looks like.”Rosa: “But, no one creates cross-functional OKRs here or reviews OKRs during the cycle, which I believe the executive team should do with company OKRs, for example. If we care so much about adopting them, shouldn't we all review them regularly?”Naya: “You’re right, we should, Rosa. Let's discuss creating cross-functional OKRs and defining a regular cadence for OKR review. If I send over a doc, will you help me?”Rosa: “No problem.”<blockquote>“A successful OKR system follows a simple equation: maintaining the system costs less than the benefits the individual gains from using the system. If updating OKRs takes more time for less-than-expected benefits, the system is likely to fail. The inverse is also true.”– Brett Knowles</blockquote><h3>The better way</h3>OKRs won’t magically fix your management debt. You must hold regular 1:1s, coach, provide behavior-based feedback, and delegate to build your management capability. Remember, you're creating a culture of continuous learning. &nbsp;With the right people in the right roles, maintaining an OKR cadence and OKR-based discussions is easier. By following a standard solution for tracking OKRs (like <a href="https://quantive.com/resources/articles/okr-software" target="_blank" rel="noopener noreferrer">software</a>), everyone easily accesses and refers to the same information.&nbsp;<h3>Expert tips</h3>Managing OKRs effectively requires ongoing meetings — in 15 minutes, you can do a single team check-in with 1-3 OKRs. Teams new to the process or having disagreements on how to operate might need more time.&nbsp;With each key result, every 1-2 weeks, follow the acronym MRBIRDS:<ul><li>Measure current confidence</li><li>Record everything and share it</li><li>Brainstorm actions to improve confidence</li><li>Include current key result values</li><li>Review last week’s confidence, narrative, and actions</li><li>Discuss what’s happened since the last check-in</li><li>Share blockers and challenges</li></ul>If you have multiple teams working with OKRs, facilitate a mid-cycle OKR review. This review doesn’t have to be a line-by-line of your OKRs, but encourage each team to share at least two OKRs with the group — one that’s on track and one that isn't. This enables pausing for celebration and reflecting on learnings.&nbsp;

An organization measures its most important work with KPIs, where OKRs cause changes in KPIs. Unfortunately, sometimes existing KPI Scorecards are re-titled as OKRs, or OKRs are to-do lists packaged in a new form. &nbsp;<blockquote>“OKRs may be seen as a writing exercise, but the framework is meant to change the way we think.”– Vidhya Parvathy</blockquote><h3>“The tsunami” OKR scenario</h3>Brenna, a CTO, is concerned about her team being flooded with an endless backlog. To ensure everyone focuses on delivering value, she introduces OKRs.She then shares her seven engineering OKRs with leadership, who takes this new change as “everyone must have an OKR” — soon, their organization of 250 people has 1,000+ OKRs on the same spreadsheet. &nbsp;Some objectives have nearly 20 key results, and most of them are just projects. Brenna can’t understand how a simple methodology got so bloated.<blockquote>I would audit all OKRs "in flight" to evaluate how well the program is following the framework. Use it to tighten things up and see which teams need extra support. If 25 milestones are listed as a key result, this is a red flag — more rigor needs to be placed on defining outcome-based key results versus rebranding tasks/actions/milestones.– Natalie Webb</blockquote><h3>The better way</h3>Often, OKRs reveal organizational gaps. Rather than blaming the methodology, find the core issues and adjust accordingly. It can take a few cycles for OKRs to click, so it’s important to give your OKR implementation time to succeed.Additionally, engage stakeholders and gather feedback. Empathy can help manage pain points and disbelief. With time, OKRs should become an unconscious habit — the key to success is not overselling the framework.&nbsp;<h3>Expert tips</h3>Do it right from the beginning. You don't start an OKR program by creating OKRs. So before you roll out any OKR programming, define your "rules of engagement" after defining your why.&nbsp;Ben Lamorte calls these universal OKR parameters:&nbsp;<ul><li>At what level will we set OKRs? (e.g., company, team, individual)</li><li>How many OKRs will we set? How will we balance internal and external objectives?</li><li>How will we score OKRs and update our progress?</li><li>How long is an OKRs cycle? (e.g., annually, quarterly, etc.)</li><li>What are the three types of key results? Are milestones appropriate?</li><li>Where are we going to draft, publish, and track OKRs? &nbsp;</li><li>How will <a href="https://quantive.com/resources/articles/okr-performance-management" target="_blank" rel="noopener noreferrer">OKRs relate to performance reviews</a>?</li><li>How are <a href="https://quantive.com/resources/articles/okrs-vs-kpis" target="_blank" rel="noopener noreferrer">OKRs different from KPIs</a>?</li><li>How will we ensure OKRs align?</li><li>How will we ensure that most OKRs originate “bottoms-up?”</li></ul>Be prepared to iterate, because finetuning an OKR program takes time. &nbsp;

By learning from what works and what doesn’t, you’ll eventually develop a successful OKR solution. &nbsp;But you don’t need to go it alone or rely on trial and error alone!&nbsp;Whether you’re new to OKRs or a seasoned pro, the Dreams with Deadlines community is where you’ll find the knowledge, connections, and resources you need to achieve your goals with greater confidence, efficiency and impact.Apply to join our community <a href="https://community.quantive.com/join" target="_blank" rel="noopener noreferrer">here</a>.<hr>Dreams with Deadlines is the one and only strategy meets execution community. We’re a global network of ambitious leaders who are passionate about using OKRs and agile practices to achieve audacious goals and build a better future.Whether you’re new to OKRs or a seasoned pro, the Dreams with Deadlines community is where you’ll find the knowledge, connections, and resources you need to achieve your goals with greater confidence, efficiency, and impact.<a href="https://community.quantive.com/join" target="_blank" rel="noopener noreferrer">Join for free</a> to get access to our private Slack forum, <a href="https://community.quantive.com/events" target="_blank" rel="noopener noreferrer">exclusive events</a>, and curated networking opportunities to fuel your personal and professional growth.&nbsp;

OKR Program Failure Prevention Guide

<span style="color:rgb(49,66,73);font-family:-apple-system, &quot;system-ui&quot;, &quot;SF Pro&quot;, &quot;Segoe UI&quot;, Arial, &quot;Helvetica Neue&quot;, &quot;Noto Sans&quot;, sans-serif, &quot;Apple Color Emoji&quot;, &quot;Segoe UI Emoji&quot;, &quot;Segoe UI Symbol&quot;, &quot;Noto Color Emoji&quot;;">During our 22nd OKR Champions Roundtable, Keybank's Stephanie Gillespie (SVP, Agile Transformation Office) and Michael Goitein (Enterprise Agile and OKRs Coach) shared how the company's agile transformation office (ATO) uses <a href="https://quantive.com/resources/articles/okr-meaning" target="_blank" rel="noopener noreferrer">OKRs</a> to align <a href="https://quantive.com/resources/articles/business-strategy" target="_blank" rel="noopener noreferrer">business strategy</a> and team execution.&nbsp;<a href="https://www.key.com/personal/index.html" target="_blank" rel="noopener noreferrer">KeyBank</a>, a 200-year-old bank-based financial services company, established an ATO to improve its ability to test, learn, and course-correct to deliver customer impact.&nbsp;This new office aimed to become a strategic enabler for the enterprise, directly contributing to structural and cultural change that aligns priority outcomes with team execution and capacity; improving planning, the flow of work, transparency and employee engagement.

After saving hundreds of small businesses throughout the pandemic using the Small Business Administration’s (SBA) Paycheck Protection Program (PPP), KeyBank wanted that same focus, alignment, and speed throughout the organization.&nbsp;&nbsp;Stephanie Gillespie notes:&nbsp;“Our executive leadership team got really excited and asked, ‘How do we recreate this?’ I think the struggle was that it wasn't sustainable. At the time Key was very siloed and functional […] we had to pull people out of their day jobs and bring them together as a cross-functional team. When we do that and we give people focus around a common mission, we're able to execute with extraordinary speed. So, we wanted to recreate that but in a sustainable way…OKRs were a really big part of that.”&nbsp;OKRs would help them address:&nbsp;<ul><li>Unclear and competing priorities&nbsp;</li><li>Siloed decision-making&nbsp;</li><li>The lack of backlog visibility&nbsp;</li><li>Heavy emphasis on outputs over outcomes&nbsp;</li><li>The high degree of multi-tasking, diluting focus&nbsp;</li><li>Misaligned stakeholder expectations&nbsp;</li></ul>

KeyBank tackled change management by focusing on three areas:&nbsp;&nbsp;<ol style="list-style-type:decimal;"><li>Processes&nbsp;</li><li>Mindsets&nbsp;</li><li>Underlying systems&nbsp;</li></ol>It implemented a three-tier hierarchy, programs, training, revised work structure, cutting-edge tools, OKRs, and a <a href="https://quantive.com/resources/articles/okr-cycle" target="_blank" rel="noopener noreferrer">quarterly inspection rhythm</a> to do this. Leadership involvement ensured everyone was aware of top-down support, while ongoing feedback allowed the ATO to iterate as needed.&nbsp;<h3>The new operating model</h3>Initially, KeyBank’s business structure was siloed and hierarchical, leading to slow planning. The new operating model focuses on <a href="https://quantive.com/resources/articles/organizational-alignment" target="_blank" rel="noopener noreferrer">vertical alignment</a>, with cross-functional teams known as “super squads” executing initiatives and improving the customer experience.&nbsp;&nbsp;OKRs function as North Stars, honing its focus on priorities critical to KeyBank’s mission.&nbsp;&nbsp;

KeyBank implemented a three-tier hierarchy to align cross-functional teams and execution with the organization’s strategic objectives and goals.&nbsp;&nbsp;OKRs are introduced at the initiative level, with portfolios emphasizing OKR-based work. Programs then prioritize features on a quarterly basis based on important initiatives. This approach has been essential for KeyBank’s scale. &nbsp;<figure class="image image_resized" style="width:75%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1683809651/quantive-community/Key_Bank_s_three_level_hierarchy_across_portfolio_program_and_team_316f76cd2a.png" alt="A slide containing KeyBank's 3-level hierarchy"></figure>Currently, strategic initiatives serve as a starting point for their OKRs. However, starting in 2024, KeyBank plans to define OKRs,&nbsp;then identify initiatives to drive that work.“There are just not enough hours in the day for people to create all this (reporting) content manually,” said Stephanie. "Conversations (driven by tools) need to happen. Having the tools to inform those conversations so that you can see the data that previously was invisible has been really helpful for us. And OKRs are one of those elements we track in the tool.”&nbsp;<h3>The OKR check-in cadence</h3>KeyBank sets annual OKRs to drive progress and alignment, with teams checking in on them every month. These check-ins determine whether or not teams are making progress and why.&nbsp;&nbsp;<figure class="image image_resized" style="width:75%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1683809714/quantive-community/Key_Bank_s_Quarterly_Inspection_Rhythms_7f252f1960.png" alt="A Slide containing visuals with KeyBank's Quarterly Inspection Rhythms"></figure>At the end of each quarter, KeyBank initiates objectives and strategy-focused discussions&nbsp;instead of the work itself. Such questions include:&nbsp;<ul><li>Do we continue this path next quarter?&nbsp;&nbsp;</li><li>Do we need to revisit our strategy?&nbsp;&nbsp;</li><li>Do we need to&nbsp;pivot?&nbsp;&nbsp;</li></ul>Executive leadership also engages in quarterly discussions to see whether the strategy and key results remain the same or require reprioritization. This helps KeyBank plan for the upcoming quarter and adjust as needed.&nbsp;

As KeyBank implemented OKRs into its new <a href="https://quantive.com/resources/articles/operating-model" target="_blank" rel="noopener noreferrer">operating model</a>, it learned some key lessons:&nbsp;<ul><li>Not expecting a “one size fits all solution”&nbsp;</li><li>Emphasizing progress over perfection&nbsp;</li><li>Providing ongoing support to enable change&nbsp;</li><li>Being consistent and clear in terminology&nbsp;</li><li>Prioritizing feedback&nbsp;</li><li>Understanding that OKRs may not suit all teams&nbsp;</li></ul>

KeyBank’s start with OKRs was not their long-term solution. The current approach provided the ATO with a way to introduce OKRs, while monthly check-ins introduced the <a href="https://quantive.com/resources/articles/strategy-execution-gap" target="_blank" rel="noopener noreferrer">alignment of execution to strategy.</a>&nbsp;&nbsp;<figure class="image image_resized" style="width:75%;"><img src="https://res.cloudinary.com/gtmhub/image/upload/v1683809784/quantive-community/The_Future_of_OK_Rs_at_Key_Bank_9a6295ebd6.png" alt="A slide highlighting the future of OKRs at KeyBank"></figure>As the company matures, its next step in 2024 will be disconnecting OKRs from initiatives and aligning them to a portfolio, where OKRs can be supported by one-to-many initiatives.&nbsp;<hr>Dreams with Deadlines is the one and only strategy meets execution community. We’re a global network of ambitious leaders who are passionate about using OKRs and agile practices to achieve audacious goals and build a better future.Whether you’re new to OKRs or a seasoned pro, the Dreams with Deadlines community is where you’ll find the knowledge, connections, and resources you need to achieve your goals with greater confidence, efficiency, and impact.<a href="/join" target="_blank" rel="noopener noreferrer">Join for free</a> to get access to our private Slack forum, <a href="https://community.quantive.com/events" target="_blank" rel="noopener noreferrer">exclusive events</a>, and curated networking opportunities to fuel your personal and professional growth.&nbsp;

How KeyBank Transformed its Operating Model with OKRs

Are you looking to stay in-the-know on the latest and greatest in strategy, leadership, digital transformation, and OKRs? With conferences back in full force post-pandemic, in-person events are beaming with new enthusiasm and more conversation touch points than ever before.Check out our list below for the top 10 strategy and OKR events coming up in 2023.

<h3><a href="https://www.okrxsummit.com/ " target="_blank" rel="noopener noreferrer">OKRX Summit 2023</a></h3>Location: OnlineDate: May 23Notable speakers or panelists: Ezgi Aytan, Daniel Montgomery, Carsten Ley, Renae Fisher, Brett Knowles, Jeff Gothelf, Paul Niven, Ben LamorteKey themes: From Plan to Action — Mastering Strategy Execution in 2023. The event seeks to answer three questions: how do OKRs and strategy relate, how do OKRs help strategic alignment, and can OKRs make strategy work?Additional benefits and information: Almost every renowned strategy and OKR thought leader will be present.

<h3><a href="https://fortune.com/conferences/fortune-brainstorm-tech-2023/ " target="_blank" rel="noopener noreferrer">FORTUNE Brainstorm Tech 2023</a></h3>Location: Park City, UT, USADate: July 10-12Notable speakers or panelists: Al Gore, Lila Preston, Fred Smith, Alex Rodrigues, Vivian Chu, Arati Prabhakar, and moreKey themes: Reset and Reinvent — this conference brings together leaders from the technology and business communities to discuss transformative technologies, the future of tech policy and innovation, future of work, clean tech, building user trust, and more.Additional benefits and information: In addition to conference speakers, guests will enjoy guided, outdoor activities relevant to the scenery and landscape of Utah.

<h3><a href="https://globalleadership.org/global-leadership-summit/?locale=en " target="_blank" rel="noopener noreferrer">The Global Leadership Summit</a></h3>Location: Chicago, IL, USADate: August 3-4Notable speakers or panelists: Dr. Condoleezza Rice, Liz Bohannon, James Clear, Erin Meyer, Dave Ramsey, Albert Tate, and moreKey themes: Leadership skills and transformation stories, as told by a diverse range of leading experts, authors, and business leaders with proven track recordsAdditional benefits and information: Continued education credits, as well as additional tools and resources provided by the conference, are available

<h3><a href="https://www.industryofthingsworld.com/ " target="_blank" rel="noopener noreferrer">Industry of Things World</a></h3>Location: Berlin, GermanyDate: September 17-19Notable speakers or panelists: Téma Benhalima-Bouville, Karine Lavoie-Tremblay, Damodar Vishwanath Hegde, Liu Qiao, Susanne LaudaKey themes: This digitization conference, focused on Industry 4.0, brings together over 450 creative minds and decision makers from the world’s largest companies to discuss new services, products, and processes.Additional benefits and information: The conference, hosted at the TITANIC Chaussee Hotel Berlin, is embedded in Berlin’s most creative neighborhood full of vibrant cultural offerings.<h3><a href="https://conferences.ted.com/tedtech2023?ted-conf" target="_blank" rel="noopener noreferrer">TED Tech (in association with Culture3)</a></h3>Location: London, UKDate: September 18-19Notable speakers or panelists: TBAKey themes: The intersection of tech, art, culture. Discussion cover the continuing evolution of Web3 — AI, blockchain, extended reality — and how we communicate and move forward in a society molded by such technological progress.Additional benefits and information: Three sessions of TED Talks, followed by workshops, activations, and exhibits relevant to those talks.<h3><a href="https://digitaltransformationconf.com/ " target="_blank" rel="noopener noreferrer">The Digital Transformation Conference</a></h3>Location: New York City, New York, USADate: September 21Notable speakers or panelists: Fabien Legland, Jasmine Ahmed, Niki Kouri-Maglaras, Charles Smith, Seetha Ramneth, Thomas Harris, Simon Letorte, and moreKey themes: Gain insights on digital transformation best practices in enterprise business, how to overcome modern business challenges, and hear success stories from transformation leaders across varying industries.Additional benefits and information: Sessions are complimented by networking drinks, priority access tickets to breakouts, and OnDemand materials.

<h3><a href="https://worldsummit.ai/" target="_blank" rel="noopener noreferrer">World Summit AI</a></h3>Location: Amsterdam, NetherlandsDate: October 11-12Notable speakers or panelists: TBA — previous speakers include leaders from NASA, Meta, Amazon, IBM, Intel, Accenture, and more.Key themes: This conference brings big names from across all industries for knowledge sharing and networking in AI, using key presentations, workshops, and focus groups to discuss and collaborate on present and future AI solutions.Additional benefits and information: As an AI ecosystem, this conference is a major networking opportunity for VC, investor, and startup relationships in AI.<h3><a href="https://www.gartner.com/en/conferences/na/symposium-us " target="_blank" rel="noopener noreferrer">Gartner IT Symposium/Xpo</a></h3>Location: Orlando, FL, USADate: October 16-19Notable speakers or panelists: Mary Mesaglio, Don Scheibenreif, and other Gartner analysts.Key themes: An exploration of innovative and transformational opportunities within the IT and tech community — business transformation, cybersecurity, AI, customer experience, data analytics, and more. Sessions will cover the future direction of technology, IT best practices and strategies, and examples of real-world applications on strategic IT initiatives.Additional benefits and information: Premier access to primary vendor exhibits in the IT space, including Amazon, Google, IBM, Salesforce, and more.

<h3><a href="https://www.wobi.com/wbf-nyc/" target="_blank" rel="noopener noreferrer">World Business Forum (NYC)</a></h3>Location: New York City, NY, USADate: November 15-16Notable speakers or panelists: Jim Collins, Simon Sinek, Allyson Felix, Ginni Rometty, Peter Diamandis &nbsp;Key themes: Conference brings together thought leaders, entrepreneurs, and executives. Discussion revolves around issues relevant to today’s business leaders, exploring new business thinking, action-oriented strategic discussions around the competitive landscapeAdditional benefits and information: Hosted in seven cities total, worldwide, from summer through fall. Unique networking environment with over 2,000 executives.

<h3><a href="https://digitalsummit.com/conferences/ " target="_blank" rel="noopener noreferrer">Digital Summit</a></h3>Location: Dallas, TX, USADate: December 12-13Notable speakers or panelists: Seth Godin, Purna Virji, Steve Keller, Laura Wilson, Kate LoffioKey themes: Where marketers stay on top of their game — the Digital Summit conferences are loaded with top names in marketing leading workshops on tactical marketing: SEO content, lead gen, social media, and beyond.Additional benefits and information: The Digital Summit also takes place in multiple US cities — Atlanta, Denver, Minneapolis, Detroit, Chicago, Philadelphia, and Raleigh.<hr>Dreams with Deadlines is the one and only strategy meets execution community. We’re a global network of ambitious leaders who are passionate about using OKRs and agile practices to achieve audacious goals and build a better future.Whether you’re new to OKRs or a seasoned pro, the Dreams with Deadlines community is where you’ll find the knowledge, connections, and resources you need to achieve your goals with greater confidence, efficiency, and impact.<a href="https://community.quantive.com/join" target="_blank" rel="noopener noreferrer">Join for free</a> to get access to our private Slack forum, <a href="https://community.quantive.com/events" target="_blank" rel="noopener noreferrer">exclusive events</a>, and curated networking opportunities to fuel your personal and professional growth.&nbsp;