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4min chapter
Cascading OKRs: rigid vs. directional
Goal Diggers: OKR, KPIs, strategy, and people management.
The Power of OKRs for Project Management
Peter Goldeger: You're using OKRs to track what needs to be done. That sounds like a very promising approach. Could you tell us more about how that works exactly? Like how do organizations then, for example, set OKRs on different levels? How does alignment work in that way? Henry Gershwin: For me, it's less about looking down at this thing as a kind of network graph where everything is tightly coupled and connected. But instead of those lines being kind of rigid things that are enforced, I think of each one of those as a conversation.
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