What's the most difficult part of starting an OKR journey?

Question

I've been thinking about starting energy--how it's hard to pick up (and keep!) a new project or habit. Multiply that by 100 people and finding the starting energy to change how we work seems almost impossible.&nbsp;
I'm curious to learn from others' experiences. What's been the most difficult part of getting started with OKRs/Viva Goals (leadership buy-in, cultural change, learning a new tool, etc.)?&nbsp;
Have you found strategies that work? Or wishlists that could make it easier?

jeff_kotz · Answer

I don't think it's specific to OKRs, but any new adoption managed internally faces a specific challenge. Change is hard. Adopting new processes and technology takes a lot of work and a lot of time resource. If you have someone within your own company managing this transition, they may already have a full plate -- especially if the person(s) a company puts in charge are high performers. Senior leadership needs to acknowledge the importance of the initiative and create bandwidth for the initiative leaders to drive success, and not just 'find time for it' in addition to the rest of their responsibilities.

rich_gibbons · Answer

I've found the ADKAR model from PROSCI to be a great way of managing change:AwarenessDesireKnowledgeAbilityReinforcementhttps://www.prosci.com/methodology/adkar

juliemorris · Answer

Thanks for this Jeff. I totally agree about leadership creating space for people to have bandwidth to navigate change. Change management seems to be an ongoing theme/sticky point I see people/companies struggle to navigate. Have you found any program, book, lecture series, training, etc. particularly insightful on this?

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What's the most difficult part of starting an OKR journey?

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