OKRs, or Objectives and Key Results, have gained prominence as a strategic framework designed to drive focus, alignment, and engagement in organizations worldwide. Popularized by Intel and Google, OKRs are often touted as a tool to propel organizations beyond their “Business as Usual” (BAU) activities, inspiring innovation and transformation. However, as an experienced OKRs coach, I’ve observed that while the aspiration to move beyond BAU is noble, it is not only challenging but, in some cases, not entirely desirable.
The Myth of Constant Disruption
The ethos that a good OKR should transcend BAU can inadvertently promote a myth of constant disruption. While innovation and change are crucial for growth, they should not overshadow the importance of operational excellence. BAU activities are the backbone of any organization, ensuring stability, reliability, and efficiency. Overemphasizing transformation at the expense of BAU can lead to neglect of essential processes, diminishing overall performance and employee morale.
Moreover, the relentless pursuit of groundbreaking objectives can lead to burnout and disengagement among employees. Not every quarter needs a “moonshot” goal. Sometimes, incremental improvements and optimization of existing processes can yield significant benefits. Encouraging teams to focus solely on innovation can create unrealistic expectations and pressure, resulting in a culture where employees feel they are perpetually falling short.
Balancing Innovation with Stability
The challenge lies in striking the right balance between fostering innovation and maintaining stability. OKRs should not be seen as a mandate to abandon BAU but as a tool to enhance it. Rather than viewing BAU and transformational goals as mutually exclusive, organizations should aim for a synergy that allows both to coexist harmoniously.
One way to achieve this balance is by differentiating between strategic and operational OKRs. Strategic OKRs can focus on transformative goals that push the organization beyond its current capabilities. In contrast, operational OKRs can target areas for improvement within existing processes. This dual approach allows organizations to innovate while also ensuring that their core functions continue to operate smoothly.
The Value of Incremental Progress
Incremental progress should not be underestimated. Small, continuous improvements in BAU activities can lead to significant long-term gains. This concept, known as “kaizen” in Japanese, or “incrementalism” in the US, emphasizes the importance of continuous, incremental change. By encouraging teams to identify and implement small improvements, organizations can foster a culture of innovation that is sustainable and less disruptive.
Moreover, incremental improvements can act as a catalyst for more significant change. By building a solid foundation of efficient BAU processes, organizations are better positioned to tackle ambitious, transformational goals. Rather than viewing BAU as a hindrance to innovation, it should be seen as an enabler, providing the stability and resources needed to pursue bold objectives.
Realigning OKRs with Organizational Goals
To ensure that OKRs are effective and aligned with organizational goals, it is crucial to engage in regular reflection and realignment. This involves reassessing the relevance of objectives and key results in the context of the organization’s current priorities and resources. Rather than adhering rigidly to the notion that OKRs must always push beyond BAU, organizations should focus on setting goals that genuinely reflect their strategic intentions and capacities.
Leaders play a critical role in this realignment process. They must communicate clearly about the purpose and expectations of OKRs, emphasizing that BAU activities are not inherently inferior to transformational goals. By fostering an environment where both types of objectives are valued, leaders can create a culture of balanced growth and sustainable progress.
Conclusion
While the aspiration to move beyond “Business as Usual” is a driving force behind the OKR framework, it is essential to recognize that BAU activities are not merely routine operations to be overlooked. They form the foundation upon which innovation can thrive. By embracing a balanced approach that values both incremental improvements and transformational goals, organizations can harness the full potential of OKRs, fostering a culture of sustainable innovation and growth.
Kevin Baum is a Global OKRs Coach with OKRsTraining.com.