The Role of a CFO: motivating people, managing assets and hedging risks. Денис Дубовцев

and how (How), establish deadlines (When), then outline the big picture (What) and prepare a detailed plan (roadmap) for implementation. In many respects, Why corresponds to what is often termed vision in business, How to the mission and strategic goals, and What to the five-year objectives and tasks, further broken down into specific objectives and key results (OKRs). The latter are delineated into clear tasks based on implementation parameters, assessed quantitatively or at the very least dichotomously (yes or no), and assigned deadlines for completion within a month, quarter, or year.

      Incidentally, it’s beneficial to conduct a mid-year review of your goals and plans. The world around us and the business environment change rapidly, and so do our attitudes and values. Therefore, come the end of June, it’s imperative to reassess your annual and long-term goals, analyze achievements over the preceding six months, and undertake a plan-versus-actual analysis. You’ll likely identify areas necessitating adjustments, goals warranting refinement, and opportunities for acceleration.

      Chapter 3

      Objectives and Key Results (OKR)

      Key Features of OKR

      One significant deviation in utilizing Objectives and Key Results (OKR) from other systems of motivation founded on quantitative goals is that the set objective should not be inherently attainable within the designated timeframe. Achieving it at 75 % is deemed a complete success, while hitting 100 % suggests insufficient ambition for the stated target. In essence, to achieve exceptional results, an individual must step outside their «comfort zone». Simply put, when establishing OKRs, one should acknowledge beforehand that achieving them with current work methods is unattainable. Altering these methods should result in a breakthrough and exponential growth in target metrics.