OKR Implementation: Objectives and Key Results for Leadership Teams – Riyadh, 10–14 Oct 2027

Programme overview

Technical depth: Practitioner · Practical mode: Case study

Introduction

Leadership teams adopt OKRs to sharpen focus and alignment, yet many rollouts stall within two or three cycles. Objectives become task lists, key results measure activity rather than outcomes, and quarterly reviews turn into status reporting disconnected from strategy. This Core Concept course equips managers to implement OKRs properly at leadership and business-unit level, from writing outcome-based key results to running check-ins, grading and retrospectives. Participants work through cross-sector case material and leave with an OKR Rollout Plan that includes a first-cycle OKR set for their leadership team and one business unit.

Course Objectives

• Distinguish OKRs from KPIs, projects and individual performance objectives, and decide where each belongs
• Write objectives and outcome-based key results that meet recognised quality criteria for committed and aspirational OKRs
• Align leadership and business-unit OKRs vertically and horizontally without mechanical cascading
• Run the OKR cycle through planning, weekly check-ins, mid-cycle review, grading and retrospective
• Diagnose and correct common failure patterns such as sandbagging, too many OKRs and links to pay
• Design an OKR Rollout Plan with governance, cadence, roles and a first-cycle OKR set

Target Audience

• Strategy and transformation managers leading an OKR adoption
• Business unit and department heads setting quarterly priorities for their teams
• Performance management and excellence office managers integrating OKRs with existing KPIs
• Programme and portfolio managers linking initiatives to measurable outcomes
• Internal coaches and OKR champions supporting leadership teams

Course Outline

Day 1: OKR Foundations and Organisational Fit

• Origins of OKRs: Grove's iMBO and Doerr's Measure What Matters
• OKRs, KPIs, Projects and Individual Objectives Compared
• Committed versus Aspirational OKRs
• Output versus Outcome Thinking in Goal Setting
• OKR Readiness Assessment of Current Planning Practice

Day 2: Writing Quality OKRs

• Objective Statement Criteria: Qualitative, Time-Bound and Directional
• Key Result Formulation: Baseline, Target and Measurable Outcome
• Wodtke's Radical Focus Four-Square Template
• North Star Metric and Health Metric Pairing
• OKR Quality Scoring Rubric

Day 3: Alignment and the OKR Cycle

• Leadership Team OKR Workshop Design
• Vertical and Horizontal Alignment without Mechanical Cascading
• Hoshin Kanri X-Matrix for Linking Strategy to OKRs
• Weekly Check-In and Confidence Scoring Cadence
• CFRs: Conversation, Feedback and Recognition

Day 4: Grading, Governance and Failure Patterns

• 0.0 to 1.0 Grading and End-of-Cycle Review
• OKR Retrospective Using Start, Stop, Continue
• Common Failure Patterns: Sandbagging, Task-List OKRs and Overload
• Separating OKRs from Compensation and Appraisal
• OKR Tool Selection Criteria and Visibility Settings

Day 5: Case Work and the OKR Rollout Plan

• Technology Scale-Up Case Study: Recovering a Stalled OKR Rollout
• Public Service Agency Case Study: OKRs Alongside Mandated KPIs
• First-Cycle OKR Set for an Own Leadership Team and Business Unit
• OKR Rollout Plan Drafting: Governance, Roles and Cadence
• Peer Challenge Panel and Plan Defence

Skills You Will Gain

• Key Result Formulation
• Outcome-Based Goal Setting
• Strategic Alignment
• OKR Workshop Facilitation
• Check-In Management
• OKR Programme Governance
• Goal Quality Assessment
• Adoption Troubleshooting

Why Attend This Course

• Return to work with an OKR Rollout Plan and a first-cycle OKR set ready for your leadership team to review
• Turn quarterly planning from activity lists into a short set of measurable outcomes
• Recognise the signs of a failing OKR programme early and know which correction to apply
• Compare adoption experience with managers from other sectors and countries at different stages of OKR maturity

Conclusion

OKRs deliver focus only when objectives express real priorities, key results measure outcomes and the cycle is run with discipline. This course moves from the origins and fit of OKRs, through writing and aligning quality OKRs, to the check-ins, grading, governance and failure patterns that decide whether a rollout lasts. The final day applies that material to cross-sector cases and to an OKR Rollout Plan that participants take back to their leadership team, ready for the next planning cycle.