Key things discussed
The use of OKRs in organizations and how to make them more effective.
The importance of decoupling OKRs from financial incentives and using them to assign resources and help people achieve their objectives.
Rianne shares her approach to getting buy-in from different teams and senior management, and her belief that the logic of OKRs is undeniable.
A more radical approach to budgeting, using OKRs to drive budgeting, which provides a clear intent and strategy.
The importance of showing that resources are available to help staff achieve their OKRs and how this approach can lead to a better and more strategic budget.
Show Notes
[04:05] Rianne Roggema walks us through her career since becoming a managing director for the first time at 25, started her own business at 28, and sold her digital marketing agency, Irie Digital
Became the CEO of a merged business, Duwun, and grew the team from 15-20 to 80 by the age of 30
She was searching for a tool to manage such a large team, and got introduced to OKRs
Her latest venture, Practic, helps leaders and entrepreneurs become better leaders by using OKRs
Rianne Roggema started her career with a six-month internship at Rocket Internet in Myanmar, and then became the managing director of the company
She started her own digital marketing agency, Irie Digital, but as the team grew, she realized she needed a better way to set clear goals and direction for the team, and that's how she got introduced to OKRs
She found OKRs to be a good tool for managing her team and facilitating them to do their best, and that's why she started Practic to help other leaders and entrepreneurs to use OKRs in their businesses


[07:17] Jenny and Rianne discuss the use of OKRs (Objectives and Key Results) in organizations
Rianne started using OKRs with a team of 12 and believed it could work for small teams
OKRs are a simple concept, but can become bloated if people add too much to it
The introduction of OKRs can bring attention to bloatedness already present in the organization
OKRs can help make bloated processes more organized and reduce them.


[09:14] Jenny and Rianne discuss the implementation of OKRs in a newly merged business where the team initially struggled with them and did not like them. The CEO, Rianne Roggema, managed to solve some of the team's concerns by giving them more clarity around the company's goals and the employees' success criteria, as well as decoupling OKRs from financial incentives. After a half year of implementing OKRs in a new way, the team came to love them and even missed them at their new jobs.
[12:28] The discussion on how to make OKRs (Objectives and Key Results) more effective in a business.
The first step is to decouple OKRs from incentives, as linking them may cause people to be defensive and less open to discussing success and failure.
The second step is to use OKRs to assign resources and help people achieve their objectives, rather than just monitoring and evaluating them. This helps increase acceptance and effectiveness of OKRs.
The final topic discussed was incentives, as there are already systems in place for many businesses to assess performance and offer bonuses or promotions.
Rianne talks about detaching these incentives from OKRs.


[15:06] Making incentives work with OKRs. Rianne detached financial performance bonuses from OKRs but kept them as part of the annual performance conversation, with 50% of the assessment being based on OKRs and the other 50% on company values. 
Different people are incentivized differently, with salespeople usually motivated by bonuses and others more by job satisfaction.
The clear goals set by OKRs help employees see how they are doing and being valued for their good work, which can lead to promotions but not necessarily direct financial bonuses.


[17:13] Listeners can learn that OKRs are a simple management tool that can be adapted to fit an organization's specific needs. In this case, a media organization (Duwun) used