|
Objectives And Key Results
Objectives and key results (OKR, alternatively OKRs) is a goal-setting framework used by individuals, teams, and organizations to define measurable goals and track their outcomes. The development of OKR is generally attributed to Andrew Grove who introduced the approach to Intel in the 1970s and documented the framework in his 1983 book '' High Output Management''. Overview OKRs comprise an ''objective'' (a significant, concrete, clearly defined goal) and 3–5 ''key results'' (measurable success criteria used to track the achievement of that goal). Not only should objectives be significant, concrete, and clearly defined, they should also be inspirational for the individual, team, or organization that is working towards them. Objectives can also be supported by initiatives, which are the plans and activities that help to move forward the key results and achieve the objective. Key results should be measurable, either on a scale or with any numerical value (e.g. count, dollar a ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Goal Setting
A goal is an idea of the future or desired result that a person or a group of people envision, plan and commit to achieve. People endeavour to reach goals within a finite time by setting deadlines. A goal is roughly similar to a purpose or aim, the anticipated result which guides reaction, or an end, which is an object, either a physical object or an abstract object, that has intrinsic value. Goal setting Goal-setting theory was formulated based on empirical research and has been called one of the most important theories in organizational psychology. Edwin A. Locke and Gary P. Latham, the fathers of goal-setting theory, provided a comprehensive review of the core findings of the theory in 2002. In summary, Locke and Latham found that specific, difficult goals lead to higher performance than either easy goals or instructions to "do your best", as long as feedback about progress is provided, the person is committed to the goal, and the person has the ability and knowledge ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Vox Media, Inc
Vox Media, Inc. is an American mass media company based in Washington, D.C., and New York City. The company was established in November 2011 by Jim Bankoff and Trei Brundrett to encompass '' SB Nation'' (a sports blog network founded in 2005 by Tyler Bleszinski, Markos Moulitsas, and Jerome Armstrong) and ''The Verge'' (a technology news website launched alongside Vox Media). Bankoff had been the CEO for ''SB Nation'' since 2009. Vox Media owns editorial brands, primarily ''The Verge'', '' Vox'', ''SB Nation'', '' Eater'', ''Polygon'', and '' New York''. ''New York'' further incorporates the websites ''Intelligencer'', ''The Cut'', ''Vulture'', ''The Strategist'', '' Curbed'', and ''Grub Street''. The former ''Recode'' was integrated into ''Vox'', while ''Racked'' was shut down. Vox Media's brands are built on Concert, a marketplace for advertising, and Chorus, its proprietary content management system. The company's lines of business include the publishing platform Chorus, ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Management By Objectives
Management by objectives (MBO), also known as management by planning (MBP), was first popularized by Peter Drucker in his 1954 book ''The Practice of Management''.Drucker, P., ''The Practice of Management'', Harper, New York, 1954; Heinemann, London, 1955; revised edn, Butterworth-Heinemann, 2007 Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding how to achieve each objective in sequence. This process allows managers to take work that needs to be done one step at a time to allow for a calm, yet productive work environment. In this system of management, individual goals are synchronized with the goals of the organization. An important part of MBO is the measurement and comparison of an employee's actual performance with the standards set. Ideally, when employees themselves have been involved with the goal-setting and choosing the course of action to be followed by them, they ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Balanced Scorecard
A balanced scorecard is a strategy performance management tool – a well structured report, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions. The phrase 'balanced scorecard' primarily refers to a performance management report used by a management team, and typically this team is focused on managing the implementation of a strategy or operational activities – in a 2020 survey 88% of respondents reported using Balanced Scorecard for strategy implementation management, 63% for operational management. Balanced Scorecard is also used by individuals to track personal performance, but this is uncommon – only 17% of respondents in the survey using Balanced Scorecard in this way, however it is clear from the same survey that a larger proportion (about 30%) use corporate Balanced Scorecard elements to inform personal goal setting and incentive calculations. The cri ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Performance Indicator
A performance indicator or key performance indicator (KPI) is a type of performance measurement. KPIs evaluate the success of an organization or of a particular activity (such as projects, programs, products and other initiatives) in which it engages. KPIs provide a focus for strategic and operational improvement, create an analytical basis for decision making and help focus attention on what matters most. Often success is simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects, 10/10 customer satisfaction), and sometimes success is defined in terms of making progress toward strategic goals. Accordingly, choosing the right KPIs relies upon a good understanding of what is important to the organization. What is deemed important often depends on the department measuring the performance – e.g. the KPIs useful to finance will differ from the KPIs assigned to sales. Since there is a need to understand well what is important, various technique ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Performance Management
Performance management (PM) is the process of ensuring that a set of activities and outputs meets an organization's goals in an effective and efficient manner. Performance management can focus on the performance of a whole organization, a department, an employee, or the processes in place to manage particular tasks. Performance management standards are generally organized and disseminated by senior leadership at an organization and by task owners, and may include specifying tasks and outcomes of a job, providing timely feedback and coaching, comparing employees' actual performance and behaviors with desired performance and behaviors, instituting rewards, etc. It is necessary to outline the role of each individual in the organization in terms of functions and responsibilities to ensure that performance management is successful. Application Performance management principles are used most often in the workplace and can be applied wherever people interact with their environments ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Hoshin Kanri
Hoshin Kanri (Japanese: 方針管理, "policy management") is a 7-step process used in strategic planning in which strategic goals are communicated throughout the company and then put into action. The Hoshin Kanri strategic planning system originated from post-war Japan, but has since spread to the U.S. and around the world. Translated from Japanese, Hoshin Kanri aptly means "compass management". The individual words "hoshin" and "kanri" mean direction and administration, respectively. Overview Hoshin Kanri requires a strategic vision in order to succeed. From there, strategic objectives need to be clearly defined, with goals being written for long periods of a one to five-year-long timeframe. Once the long term timeframe goals are completed, the team can focus on yearly objectives. Management needs to avoid picking too many vital goals in order to stay focused on what is strategically important. The big goals then need to be broken down into smaller goals, at a weekly and mont ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
OGSM
Objectives, goals, strategies and measures (OGSM) is a goal setting and action plan framework used in strategic planning. It is used by organizations, departments, teams and sometimes program managers to define and track measurable goals and actions to achieve an objective. Documenting your goals, strategies and actions all on one page gives insights that can be missing with other frameworks. It defines the measures that will be followed to assure that goals are met and helps groups work together toward common objectives, across functions, geographical distance and throughout the organization. OGSM’s origins can be traced back to Japan in the 1950s, stemming from the process and strategy work developed during the Occupation of Japan in post-World War II period. It has since been adopted by many Fortune 500 companies. In particular, Procter & Gamble uses the process to align the direction of their multinational corporation around the globe. Purpose The OGSM framework forms the b ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Strategic Planning
Strategic planning is an organization's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes. ''Strategy'' has many definitions, but it generally involves setting strategic goals, determining actions to achieve the goals, setting a timeline, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources) in a given span of time. Often, Strategic Planning is long term and organizational action steps are established from two to five ye ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Waterfall Model
The waterfall model is a breakdown of project activities into linear sequential phases, meaning they are passed down onto each other, where each phase depends on the deliverables of the previous one and corresponds to a specialization of tasks. The approach is typical for certain areas of engineering design. In software development, it tends to be among the less iterative and flexible approaches, as progress flows in largely one direction ("downwards" like a waterfall) through the phases of conception, initiation, analysis, design, construction, testing, deployment and maintenance. The waterfall development model originated in the manufacturing and construction industries, where the highly structured physical environments meant that design changes became prohibitively expensive much sooner in the development process. When first adopted for software development, there were no recognised alternatives for knowledge-based creative work. History The first known presentation des ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Christina Wodtke
Christina R. Wodtke (born October 22, 1966) is an American businessperson and specialist in the area of design thinking, information architecture and Management Science (specializing in OKR and team productivity.) She is currently a lecturer in HCI at Stanford University. Career Wodtke has held a series of executive roles in the tech industry, most notably leading teams who built the events platform and created an algorithm for Linkedin's newsfeed, leading a redesign of Myspace and its profile pages and leading the design and launch of the Zynga.com gaming platform. Wodtke is a co-founder and past president of the Information Architecture Institute. As a User Experience professional, she has worked for such companies as Yahoo, Hot Studio, ''The New York Times, and Zynga'' to improve and develop their Web sites. Wodtke founded Webby-nominated magazine of design thinking oxes and Arrows OXES is an American instrumental rock band from Baltimore, Maryland, United States. ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Business As Usual (business)
Business as usual (BAU), the normal execution of standard functional operations within an organisation, forms a possible contrast to projects or programmes which might introduce change. BAU may also stand in contradistinction to external events which may have the effect of unsettling or distracting those inside an organisation. Goals The maintenance of BAU is the primary goal of business continuity planning (BCP). In climatology "Business as usual" is a phrase is frequently used in climate change studies to warn of the dangers of not implementing changes in order to prevent the world from warming further. See also * Business continuity planning * Business operations * Conceptual framework A conceptual framework is an analytical tool with several variations and contexts. It can be applied in different categories of work where an overall picture is needed. It is used to make conceptual distinctions and organize ideas. Strong conceptu ... References Business continu ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
