50 Reasons to not implement OKRs
People in your organizations may not like the idea of OKRs (Objectives and Key Results) but are unable to find a good excuse. Feel free to share this list with them and they can just let you know the number(s) of excuses they's like to use:
1.???? Another company/person tried it before.
2.???? Competition won't like it.
3.???? Customers won't buy it.
4.???? I don't like it.
5.???? It can't be done.
6.???? It has never been tried before.
7.???? It needs committee study.
8.???? It needs further investigation.
9.???? It needs more thought.
10.?? It needs sleeping on.
11.?? It takes too long to pay out.
12.?? It will increase overhead.
13.?? It will obsolete other procedures.
14.?? It won't work in a large company.
15.?? It won't work in a small company.
16.?? It won't work in our company.
17.?? It won't work in this department.
18.?? It's beyond my responsibility.
19.?? It's contrary to policy.
20.?? It's impossible.
21.?? It's not my job.
22.?? It's not our problem.
23.?? It's too much trouble to change.
24.?? It's too radical a change.
25.?? It's too visionary.
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26.?? Management won't accept it.
27.?? Nobody else has ever done it.
28.?? Our company is different.
29.?? Our competitors are not doing it.
30.?? The ad department says it can't be done.
31.?? The boss will never buy it.
32.?? The employees will never buy it.
33.?? The janitor says it can't be done.
34.?? The sales department says it can't be done.
35.?? The service department won't like it.
36.?? The union will scream.
37.?? We can't take the chance.
38.?? We don't have the equipment.
39.?? We don't have the money.
40.?? We don't have the personnel.
41.?? We don't have the time.
42.?? We tried it before.
43.?? We'd lose money on it.
44.?? We're doing alright as it is.
45.?? We're not ready for it.
46.?? We've been doing it this way for 25 years.
47.?? We've never done it before.
48.?? Why change — it's working OK.
49.?? You can't teach an old dog new tricks.
50.?? You're right, but ....
?
Lean Six Sigma Consultant @Greendot Management Solutions | Lean Six Sigma
1 个月Brett, thanks for sharing!
I don't understand in the least why OKRs are controversial. They are not a new concept - when I entered the workforce, they were called "MBOs" (Management By Objective), a performance management framework developed by Peter Drucker in the 1950s. As far as I can tell, OKR is a modernized "agile" version of MBO, with a stronger focus on alignment with the corporate mission, and synergistic / optimized objective-setting (the Achille's Heel of MBOs were that they tended to be personal objectives within a functional silo, and were often in direct conflict with the MBOs of other parts of the organization). Regardless of what you call them, if you are not setting performance goals, then what *are* you doing??
People Centric | Sales Director | B2B Director | Business Development | Technology Sales
8 个月A great article, thanks for sharing
Great list Brett!
Global HR Exec. w/ P&L exp. who uses Systemic Solutions to quickly solve my clients Pain Points| Culture & Talent Accelerator Uses Storytelling,Analytics,& Informal Networks to drive LEAN Speaks on Culture & Courage
8 个月Lazy minds produce lazy outcomes.. Like anything else Execution Execution Execution l