2 OKR examples for Rockefeller

What are Rockefeller OKRs?

The OKR acronym stands for Objectives and Key Results. It's a goal-setting framework that was introduced at Intel by Andy Grove in the 70s, and it became popular after John Doerr introduced it to Google in the 90s. OKRs helps teams has a shared language to set ambitious goals and track progress towards them.

Crafting effective OKRs can be challenging, particularly for beginners. Emphasizing outcomes rather than projects should be the core of your planning.

We've tailored a list of OKRs examples for Rockefeller to help you. You can look at any of the templates below to get some inspiration for your own goals.

If you want to learn more about the framework, you can read more about the OKR meaning online.

Best practices for managing your Rockefeller OKRs

Generally speaking, your objectives should be ambitious yet achievable, and your key results should be measurable and time-bound (using the SMART framework can be helpful). It is also recommended to list strategic initiatives under your key results, as it'll help you avoid the common mistake of listing projects in your KRs.

Here are a couple of best practices extracted from our OKR implementation guide 👇

Tip #1: Limit the number of key results

The #1 role of OKRs is to help you and your team focus on what really matters. Business-as-usual activities will still be happening, but you do not need to track your entire roadmap in the OKRs.

We recommend having 3-4 objectives, and 3-4 key results per objective. A platform like Tability can run audits on your data to help you identify the plans that have too many goals.

Tability's audit dashboard will highlight opportunities to improve OKRs

Tip #2: Commit to the weekly check-ins

Don't fall into the set-and-forget trap. It is important to adopt a weekly check-in process to get the full value of your OKRs and make your strategy agile – otherwise this is nothing more than a reporting exercise.

Being able to see trends for your key results will also keep yourself honest.

Tability's check-ins will save you hours and increase transparency

Tip #3: No more than 2 yellow statuses in a row

Yes, this is another tip for goal-tracking instead of goal-setting (but you'll get plenty of OKR examples below). But, once you have your goals defined, it will be your ability to keep the right sense of urgency that will make the difference.

As a rule of thumb, it's best to avoid having more than 2 yellow/at risk statuses in a row.

Make a call on the 3rd update. You should be either back on track, or off track. This sounds harsh but it's the best way to signal risks early enough to fix things.

Building your own Rockefeller OKRs with AI

While we have some examples below, it's likely that you'll have specific scenarios that aren't covered here. There are 2 options available to you.

Use our free OKRs generator
Use Tability, a complete platform to set and track OKRs and initiatives
including a GPT-4 powered goal generator

Best way to track your Rockefeller OKRs

OKRs without regular progress updates are just KPIs. You'll need to update progress on your OKRs every week to get the full benefits from the framework. Reviewing progress periodically has several advantages:

It brings the goals back to the top of the mind
It will highlight poorly set OKRs
It will surface execution risks
It improves transparency and accountability

Spreadsheets are enough to get started. Then, once you need to scale you can use a proper OKR platform to make things easier.

Tability's Strategy Map makes it easy to see all your org's OKRs

If you're not yet set on a tool, you can check out the 5 best OKR tracking templates guide to find the best way to monitor progress during the quarter.

Rockefeller OKRs templates

We've covered most of the things that you need to know about setting good OKRs and tracking them effectively. It's now time to give you a series of templates that you can use for inspiration!

You will find in the next section many different Rockefeller Objectives and Key Results. We've included strategic initiatives in our templates to give you a better idea of the different between the key results (how we measure progress), and the initiatives (what we do to achieve the results).

Hope you'll find this helpful!

OKRs to track your personal Rockefeller plan

Critical Number
<Replace with your Critical Number>
KPIs
<Replace with KPI #1>
<Replace with KPI #2>
Quarterly Rocks
<Replace with Rock #3>
<Replace with Rock #2>
<Replace with Rock #4>
<Replace with Rock #5>
<Replace with Rock #1>

rockefeller

Track these OKRs

OKRs to complete the Rockefeller Habits Checklist

Complete the Rockefeller Habits Checklist
5. Ongoing employee input is collected to identify obstacles and opportunities
Employee input about obstacles and opportunities is being collected weekly
The insights from employee conversations are shared at the weekly executive team meeting
All executives (and middle managers) have a Start/Stop/Keep conversation with at least one employee weekly
A mid-management team is responsible for the process of closing the loop on all obstacles and opportunities
1. The executive team is healthy and aligned
Team members understand each other's differences, priorities and styles
The team participates in ongoing executive education (monthly recommended)
The team meets frequently (weekly is best) for strategic thinking
The team is able to engage in constructive debates and all members feel comfortable participating
4. Every facet of the organization has a person assigned with accountability for ensuring goals are met
Each 3-5 year Key Thrust/Capability has a corresponding expert on the Advisory Board if internal expertise doesn't exist
The Function Accountability Chart (FACe) is completed (right people, doing the right things, right)
Financial statements have a person assigned to each line item
Each of the 4-9 processes on the Process Accountability Chart (PACe) has someone that is accountable for them
8. Employees can articulate the key components of the company's strategy accurately
3 Brand Promises – And the corresponding Brand Promise KPIs reported on weekly
Big Hairy Audacious Goal (BHAG) – Progress is tracked and visible
Core Customer(s) – Their profile in 25 words or less
Elevator Pitch – A compelling response to the question "What does your company do?"
9. All employees can answer quantitatively whether they had a good day or week
1 or 2 Key Performance Indicators (KPIs) are reported on weekly for each role/person
Each employee has 1 Critical Number that aligns with the company’s Critical Number for the quarter (clear line of sight)
All executives and middle managers have a coach (or peer coach) holding them accountable to behavior changes
Each individual/team has 3-5 Quarterly Priorities/Rocks that align with those of the company
10. The company's plans and performance are visible to everyone
A “situation room” is established for weekly meetings (physical or virtual)
Scoreboards are up everywhere displaying current progress on KPIs and Critical Numbers
There is a system in place for tracking and managing the cascading Priorities and KPIs
Core Values, Purpose and Priorities are posted throughout the company
3. Communication rhythm is established and information moves through the organization accurately and quickly
The executive and middle managers meet for a day of learning, resolving big issues, and DNA transfer each month
Quarterly and annually, the executive and middle managers meet offsite to work on the 4 Decisions (Strategy, Execution, People, Cash)
All teams have a weekly meeting
All employees are in a daily huddle that lasts less than 15 minutes
7. Core values and purpose are alive in the organization
Actions are identified and implemented each quarter to strengthen the Core Values and Purpose in the organization
All executives and middle managers refer back to the Core Values and Purpose when giving praise or reprimands
HR processes and activities align with the Core Values and Purpose (hiring, orientation, appraisal, recognition, etc.)
Core Values are discovered, Purpose is articulated, and both are known by all employees
2. Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the company forward
3-5 priorities (Rocks) that support the Critical Number are identified and ranked for the quarter
The Critical Number is identified to move the company ahead this quarter
A Quarterly Theme and Celebration/Reward are announced to all employees that bring the Critical Number to life
Quarterly Theme/Critical Number posted throughout the company and employees are aware of the progress each week
6. Reporting and analysis of customer feedback data is as frequent and accurate as financial data
The insights from customer conversations are shared at the weekly executive team meeting
All executives (and middle managers) have a 4Q conversation with at least one end user weekly
All employees are involved in collecting customer data
A mid-management team is responsible for the process of closing the loop on all customer feedback

rockefeller

Track these OKRs

More Rockefeller OKR templates

We have more templates to help you draft your team goals and OKRs.

OKRs resources

Here are a list of resources to help you adopt the Objectives and Key Results framework.

To learn: Complete 2024 OKR cheat sheet
Blog posts: ODT Blog
Success metrics: KPIs examples