1. Simplify OKR Levels:
It was decided to adopt three levels of OKRs: Company, value streams, and teams. To reduce complexity and enable faster value delivery, individuals working on the same product but in different teams were integrated into virtual teams based on value streams. Additionally, individual OKRs were not implemented to avoid replicating the organizational structure.
2. Adjust Check-in Frequency:
While many authors suggest conducting OKR check-ins weekly or biweekly, it is not always necessary. The purpose of a check-in is to track progress, but measurable progress often requires more than one week. For example, development teams' progress depends on release frequency and user engagement. Thus, some teams conducted check-ins only once a month. This pragmatic approach minimizes unnecessary meetings and team frustrations.
3. Determine OKR Cycle Length:
The ideal length of an OKR cycle varies across companies, ranging from 1 to 12 months. Shorter cycles (up to 6 weeks) are typical for startups, while large enterprises in mature industries may opt for monthly cycles. In this e-commerce organization, a traditional 3-month cycle was chosen to strike a balance between minimizing overhead and allowing flexibility for change during the rollout period.