This IDC PeerScape complements another document, Using "Objectives and Key Results" to Drive IT Transformation and Organizational Change (IDC #US45349619, July 2019), which explains how OKRs work and should be used. This IDC study offers insights from technology and business executives about four best practices for using OKRs to maximum advantage and explains their challenges and responses to deploying and leveraging OKRs. Note that CIO and business leader examples are used here as both face similar challenges in using OKRs and their best practices are universally applicable.
"The structure of OKRs is tailor-made for encouraging overachievement if managers and workers collaborate to create goals that aren't fully attainable and if goal achievement is not tied to compensation," says Marc Strohlein, adjunct research advisor with IDC's IT Executive Programs (IEP). "That requires trust and discipline on the part of CIOs and their direct reports but will pay it back with a more energized workforce that continually pursues higher levels of achievement."