{"id":44598,"date":"2025-02-11T15:53:28","date_gmt":"2025-02-11T22:53:28","guid":{"rendered":"https:\/\/www.franklincovey.com\/?p=44598"},"modified":"2026-06-26T10:13:39","modified_gmt":"2026-06-26T17:13:39","slug":"okr-vs-kpi","status":"publish","type":"post","link":"https:\/\/franklincovey.kz\/en\/blog\/okr-vs-kpi\/","title":{"rendered":"OKR vs KPI: How to Supercharge Your Objectives, Key Results, and Wildly Important Goals\u00a0"},"content":{"rendered":"\n<section class=\"block block-blog-header\">\n    <div class=\"uk-flex uk-justify-sb\">\n        <div class=\"hero-content\">\n            <h1>OKR vs KPI: <br><h2>How to Supercharge Your Objectives, Key Results, and Wildly Important Goals<\/h2> <\/h1>\n                            <div class=\"author\">Mark Josie, Senior vice president of strategy execution and sales performance, FranklinCovey \n                                <\/div>\n                                <\/div>\n        <div class=\"hero-image\">\n                            <img decoding=\"async\" src=\"https:\/\/franklincovey.kz\/wp-content\/themes\/franklincovey\/img\/blank.gif\"\n                dam=\"true\"\n                data-src=\"https:\/\/franklincovey.kz\/wp-content\/uploads\/2025\/02\/blog_okr-vs-kpi_430x450.jpg\"\n                alt=\"\"\n                class=\"image-main lazy\">\n                    <\/div>\n    <\/div>\n    <span class=\" animated-line\"><\/span>\n<\/section>\n\n<section class=\"block block-table-of-contents\" id=\"block_ef84a570fc0864c842b3229a342453d6\">\n\t<div class=\"uk-container\">\n\t\t<div class=\"heading\">\n\t\t\t<div class=\"title\">Table of Contents<\/div>\n\t\t\t\t\t<\/div>\n\t\t<ul class=\"items\">\n\t\t\t\t\t\t\t<li><a href=\"#r1\" alt=\"Understanding OKRs, KPIs, and Wildly Important Goals\u00a0\" class=\"link-to-anchor\">Understanding OKRs, KPIs, and Wildly Important Goals\u00a0<\/a><\/li>\n\t\t\t\t\t\t\t<li><a href=\"#r2\" alt=\"What is an OKR?\u00a0\" class=\"link-to-anchor\">What is an OKR?\u00a0<\/a><\/li>\n\t\t\t\t\t\t\t<li><a href=\"#r3\" alt=\"What is a KPI?\u00a0\" class=\"link-to-anchor\">What is a KPI?\u00a0<\/a><\/li>\n\t\t\t\t\t\t\t<li><a href=\"#r4\" alt=\"OKR vs KPI: What\u2019s the Difference and Do You Need Both?\u00a0\" class=\"link-to-anchor\">OKR vs KPI: What\u2019s the Difference and Do You Need Both?\u00a0<\/a><\/li>\n\t\t\t\t\t\t\t<li><a href=\"#r5\" alt=\"The Wildly Important Goal: A Game-Changer for Your Organization\u00a0\" class=\"link-to-anchor\">The Wildly Important Goal: A Game-Changer for Your Organization\u00a0<\/a><\/li>\n\t\t\t\t\t\t\t<li><a href=\"#r6\" alt=\"Why Focus on Just One Wildly Important Goal?\u00a0\" class=\"link-to-anchor\">Why Focus on Just One Wildly Important Goal?\u00a0<\/a><\/li>\n\t\t\t\t\t\t\t<li><a href=\"#r7\" alt=\"How Do Wildly Important Goals Differ from OKRs vs KPIs?\u00a0\" class=\"link-to-anchor\">How Do Wildly Important Goals Differ from OKRs vs KPIs?\u00a0<\/a><\/li>\n\t\t\t\t\t\t\t<li><a href=\"#r8\" alt=\"How to Choose a Wildly Important Goal\u00a0\" class=\"link-to-anchor\">How to Choose a Wildly Important Goal\u00a0<\/a><\/li>\n\t\t\t\t\t\t\t<li><a href=\"#r9\" alt=\"Unlocking Strategy Execution With the 4 Disciplines\u00a0\" class=\"link-to-anchor\">Unlocking Strategy Execution With the 4 Disciplines\u00a0<\/a><\/li>\n\t\t\t\t\t\t\t<li><a href=\"#r10\" alt=\"KPI vs OKR: Prevalent Pitfalls That Impede Execution\u00a0\" class=\"link-to-anchor\">KPI vs OKR: Prevalent Pitfalls That Impede Execution\u00a0<\/a><\/li>\n\t\t\t\t\t\t\t<li><a href=\"#r11\" alt=\"Supercharging Your Strategic Execution\u00a0\" class=\"link-to-anchor\">Supercharging Your Strategic Execution\u00a0<\/a><\/li>\n\t\t\t\t\t<\/ul>\n\t<\/div>\n\t<span class=\"animated-line\"><\/span>\n<\/section>\n\n<script type=\"text\/javascript\">\n\tjQuery(function(){\n\t\t$(\"#block_ef84a570fc0864c842b3229a342453d6 .link-to-anchor\").click(function() {\n\t\t\tvar $me = jQuery(this);\n\t\t    $([document.documentElement, document.body]).animate({\n\t\t        scrollTop: $($me.attr('href')).offset().top - (jQuery('#main-header').outerHeight() + 75)\n\t\t    }, 1000);\n\t\t});\n\t});\n<\/script>\n\n<section class=\"block block-pull-quote\">\n    <img decoding=\"async\" class=\"quote\" src=\"https:\/\/franklincovey.kz\/wp-content\/themes\/franklincovey\/img\/quote.png\" alt=\"Quote PNG\">\n    <div class=\"quote-inner\">\n        <h2>All leaders know that results require both strategy and execution. Unfortunately, we overvalue strategy and underestimate the challenges of execution.<\/h2>\n        <p class=\"quote-author\">&mdash; Sean Covey<\/p>\n    <\/div>\n    <span class=\"animated-line\"><\/span>\n<\/section>\n\n\n<p class=\"wp-block-paragraph\">Our research shows that organizations spend more than $30 billion each year on strategic execution. However, tens of billions of dollars are lost each year because <a href=\"https:\/\/online.hbs.edu\/blog\/post\/why-do-strategic-plans-fail\" target=\"_blank\" rel=\"noreferrer noopener\">80% to 90% of organizations<\/a> fail to successfully execute their strategies. The kicker? A simple, proven formula for strategic execution could have prevented those losses.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">To execute a strategy effectively, organizations need to get crystal clear on which goals matter most and what needs to happen to achieve them. Many leaders identify and reference performance metrics and key objectives for this very purpose. But how much do you really know about OKR vs KPI? And are these even the be-all, end-all metrics to focus on for strategic success?&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">We\u2019d argue that if your organization is using only OKR KPI language to refer to and track goals, you\u2019re missing out on crucial components of strategic execution\u2014and that can completely derail your progress and ability to compete in today\u2019s marketplace. That said, these metrics are far from useless; they\u2019re simply one piece of the puzzle.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">With that, let\u2019s take a closer look at OKR vs KPI, as well as even more effective ways to measure and execute your strategic success.&nbsp;<\/p>\n\n\n<a href=\"#\" class=\"block-anchor-point\" id=\"r1\">&nbsp;<\/a>\n\n\n<p class=\"has-x-large-font-size wp-block-paragraph\">Understanding OKRs, KPIs, and Wildly Important Goals&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Every organization identifies goals and tracks performance metrics in some way. These goals provide vision as to where the organization wants to go, while metrics let you know whether you\u2019re on the right track to achieving those aspirations. Some organizations will package these concepts differently or will use a combination of these terms as part of their strategic planning.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Most leaders have a whole slew of objectives and performance indicators they reference at different times and for different initiatives. But most commonly, these are expressed as \u201cOKRs\u201d and \u201cKPIs.\u201d These terms are not interchangeable, but they\u2019re typically meant to complement each other in pursuit of a shared vision.&nbsp;<\/p>\n\n\n<a href=\"#\" class=\"block-anchor-point\" id=\"r2\">&nbsp;<\/a>\n\n\n<p class=\"has-x-large-font-size wp-block-paragraph\">What is an OKR?&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cOKR\u201d stands for \u201cObjectives and Key Results.\u201d OKRs first came into play during the 1970s, when Intel\u2019s Andy Grove put his spin on Peter Drucker\u2019s \u201cmanagement by objectives\u201d (MBO) concept. Grove placed the emphasis on outcomes, rather than on procedures to follow, and embraced a system that didn\u2019t hinge on conventional, hierarchal team structures. Once John Doerr, a protegee of Grove\u2019s, introduced the concept to Google\u2019s founders in the late \u201890s, OKRs really started to take off.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">OKRs are expressed in two related parts. Objectives speak to the larger vision of the organization\u2014its mission, direction, and big-picture goals. This aspect of the OKR is often aspirational, representing a powerful concept for the business. Objectives may include a number (like a large sales target or a long-term timeline), but those numbers capture the \u201cwhat\u201d and not the \u201chow.\u201d Then, there\u2019s the key results piece, which outlines the ways in which the success of that objective will be achieved\u2014the \u201chow.\u201d These should always contain tangible targets\u2014measurable numbers to hit or a deadline to meet.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Simply put, an OKR is an outline for setting goals and determining the larger steps that need to be taken to achieve those goals. OKRs can be used to connect the work that teams do every day to the objectives leaders set at the company level.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Here\u2019s how an OKR might look in practice.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Objective: <\/strong>Improve our company culture and reduce voluntary turnover by 50%.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Key Results:<\/strong>&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Maintain quarterly employee satisfaction score averages of 8 or higher.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Develop and launch a company-wide learning and development program to focus on <a href=\"http:\/\/127.0.0.1:8081\/why-franklincovey\/leadership\/\" target=\"_blank\" rel=\"noreferrer noopener\">leadership<\/a> and <a href=\"http:\/\/127.0.0.1:8081\/why-franklincovey\/leadership\/\" target=\"_blank\" rel=\"noreferrer noopener\">individual effectiveness<\/a> by the end of Q3.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Standardize <a href=\"http:\/\/127.0.0.1:8081\/courses\/6-critical-practices\/communicate-as-a-coach\/\" target=\"_blank\" rel=\"noreferrer noopener\">1-on-1 meeting<\/a> procedures and cadence to prioritize engagement via a weekly, two-way feedback loop.&nbsp;<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">As you can see from the example above, the key results roll up to the objective. In theory, achieving those key results will then allow the objective to also be achieved. However, there\u2019s room for error; in the example above, achieving those key results doesn\u2019t automatically mean the objective is achieved, too. If there are other contributing factors that aren\u2019t being addressed in the key results\u2014if leaders and teams aren\u2019t focused on the right activities\u2014the objective can still fail to be met.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">That doesn\u2019t mean you can\u2019t or shouldn\u2019t use OKRs in your organization. It simply means that they aren\u2019t the only framework you need for successful strategic execution.&nbsp;<\/p>\n\n\n<a href=\"#\" class=\"block-anchor-point\" id=\"r3\">&nbsp;<\/a>\n\n\n<p class=\"has-x-large-font-size wp-block-paragraph\">What is a KPI?&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u201cKPI\u201d stands for \u201cKey Performance Indicator.\u201d KPIs have a more extensive history than OKRs, but they\u2019ve been retooled over the centuries to suit emerging needs. Experts purport that the use of KPIs can be traced back to China\u2019s Wei Dynasty, where a very early form of performance indicators were used to measure the performance of its rulers. Skipping ahead to the early part of the 20<sup>th<\/sup> century, high-level performance measures were introduced within certain companies\u2014though, as with OKRs, KPIs didn\u2019t really start to gain traction until the later part of the century. In the early 1990s, Kaplan and Norton\u2019s <em>The Balanced Scorecard<\/em> revolutionized KPIs and subsequently helped link them to broader objectives.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">As their name suggests, KPIs are metrics that track progress in specific areas of focus. While teams can monitor their KPIs on a regular basis to assess more general progress, individual projects or campaigns can also have their own KPIs. In many cases, a given KPI is measured against itself; for example, you might compare KPI performance year-over-year or quarter-to-quarter. KPIs may also be unique to a certain teams or departments.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Say we\u2019re looking at the fictitious company that wanted to improve its culture and reduce its voluntary turnover. In some organizations, that goal might not be company-wide or might be divided among certain teams; for instance, the HR department might assume all responsibility for the goal and be measured on the success of achieving KPIs like:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Reduce absenteeism rate per quarter.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Improve quarterly employee satisfaction scores.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Decrease yearly employee turnover rate or increase employee retention rate.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Improve employee productivity (hours worked vs. work produced).&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Increase training and L&amp;D effectiveness\/engagement.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Reduce overtime hours worked.&nbsp;<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">In contrast, larger company KPIs commonly include things like financial metrics around revenue growth or cost reduction, customer satisfaction and retention, or operational and productivity metric. These metrics can also be deconstructed down to individual departments, divisions, regions, and teams.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">To be most effective, KPIs need to be tied to a greater goal (like an OKR or other initiatives) and tailored to the organization\u2019s needs. In other words, specific KPIs can be selected as a means of measuring relative success, but due to how siloed they can be, they may not be a strong indicator of whether the business\u2019s greater goals are being met. In the example above, the HR department may be deemed solely responsible for achieving this cultural goal. Realistically, there are likely other factors at play that aren\u2019t captured by this data and can\u2019t be effectively addressed by human resources personnel alone.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">There\u2019s nothing inherently wrong with having a department-wide goal, of course. But when KPIs are used at the higher organizational level, they\u2019re not always clear to or achievable by everyone\u2014and that lack of clarity and ownership trickles down to other teams, making it much more difficult to understand and achieve the larger aims of the business.&nbsp;&nbsp;&nbsp;<\/p>\n\n\n<a href=\"#\" class=\"block-anchor-point\" id=\"r4\">&nbsp;<\/a>\n\n\n<p class=\"has-x-large-font-size wp-block-paragraph\">OKR vs KPI: What\u2019s the Difference and Do You Need Both?&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Some folks mistakenly conflate OKRs and KPIs, but they\u2019re designed to address different parts of your strategy. OKRs are often highly ambitious goals that communicate where the organization wants to go next, as well as some big-picture steps to get there. In contrast, KPIs don\u2019t have an inherent connection to larger goals; rather, they\u2019re quantitative measures that signal the progress being made in certain areas of the business.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">OKRs and KPIs can and do often work together. They\u2019re not meant to replace one another, but depending on the application, one can be a more appropriate choice over the other. An organization might create or adjust an OKR if they\u2019re looking to change direction, while KPIs may come into play if your team is scaling, making changes to an already existing project, or looking to compare progress in a specific area over time. In most cases, businesses will use a combination of OKR KPI references in their plans for execution.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">That being said, OKRs and KPIs don\u2019t tell the whole story. Even when both are used together, that\u2019s often not enough for an organization to be among the 10%-20% that execute their strategies successfully\u2014which is why we also need to focus on the wildly important.&nbsp;<\/p>\n\n\n<a href=\"#\" class=\"block-anchor-point\" id=\"r5\">&nbsp;<\/a>\n\n\n<p class=\"has-x-large-font-size wp-block-paragraph\">The Wildly Important Goal<sup>\u00ae<\/sup>: A Game-Changer for Your Organization&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A Wildly Important Goal (WIG<sup>\u00ae<\/sup>) isn\u2019t just any goal; it\u2019s one that makes all the difference. It\u2019s your strategic tipping point\u2014an objective so critical that you\u2019re willing to apply a disproportionate amount of energy to achieving it. A WIG is a single breakthrough result that meets the following criteria:&nbsp;<\/p>\n\n\n\n<ol start=\"1\" class=\"wp-block-list\">\n<li><strong>It has enormous strategic impact with a big gap.<\/strong> This isn\u2019t merely an important metric to track. Rather, it\u2019s a metric that\u2019s stuck, stubborn, or moving in the wrong direction. It represents a critical gap that, if closed, would create a game-changing impact for your organization.&nbsp;<br>&nbsp;<\/li>\n<\/ol>\n\n\n\n<ol start=\"2\" class=\"wp-block-list\">\n<li><strong>It\u2019s at high risk of failure without focused effort.<\/strong> A true WIG can\u2019t be accomplished through the stroke of the pen or within the daily \u201cwhirlwind.\u201d It can\u2019t be mandated with a decision from leadership or solved by throwing money at the problem. It also needs to be separate from the day-to-day pressures of keeping your business running. Instead, it needs to represent a real breakthrough result\u2014one that simply won\u2019t happen without intensive care and special treatment.&nbsp;<br>&nbsp;<\/li>\n<\/ol>\n\n\n\n<ol start=\"3\" class=\"wp-block-list\">\n<li><strong>It requires collective behavior change.<\/strong> This is the big one. A WIG demands that a large group of people in the organization do something different or more consistently to achieve it. Behavior change is hard for individuals, and even more so for organizations. (Think about how difficult it is to change a personal habit like following a different diet, maintaining a regular exercise routine, or training for a marathon. Now multiply that challenge across an entire organization!) The reason why 80-90% of organizational goals are never executed is because leaders don\u2019t take into account the massive effort required to drive sustained behavior change\u2014nor is there a system in place to facilitate that behavior change.&nbsp;<\/li>\n<\/ol>\n\n\n\n<p class=\"wp-block-paragraph\">These criteria are often overlooked when organizations identify their OKRs and KPIs, making WIGs unique in terms of both focus and impact. Leaders will need to keep both focus and impact in mind when they narrow down their options to just one WIG\u2014a crucial component of strategic execution.&nbsp;<\/p>\n\n\n<a href=\"#\" class=\"block-anchor-point\" id=\"r6\">&nbsp;<\/a>\n\n\n<p class=\"has-x-large-font-size wp-block-paragraph\">Why Focus on Just One Wildly Important Goal?&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">To put it simply, organizations have limited attention spans for change. When you chase too many priorities, your teams will tune you out. But when you Focus on the Wildly Important\u2014the first discipline outlined in <a href=\"http:\/\/127.0.0.1:8081\/courses\/the-4-disciplines\/\" target=\"_blank\" rel=\"noreferrer noopener\"><em>The 4 Disciplines of Execution<\/em><\/a><sup>\u00ae<\/sup>\u2014you\u2019re able to focus on less to accomplish more. Focus creates movement. In contrast, distraction kills execution.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">That doesn\u2019t mean you can forget about all your other operational tasks. After all, you have to keep the business running! But selecting just one Wildly Important Goal allows you to zero in on the most impactful intention that can\u2019t be achieved during the whirlwind of your daily work. We\u2019ve seen that when leaders and teams commit to achieving that WIG\u2014to putting an intense effort on that one goal\u2014it can be transformative for the business.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/resources.franklincovey.com\/c\/tlg-8-ways-to-boost?x=j4G37p&amp;lb-mode=overlay\"><strong>Download our free guide: 8 Ways to Boost Your Team\u2019s Commitment to Goals<\/strong><\/a>\u00a0<\/p>\n\n\n<a href=\"#\" class=\"block-anchor-point\" id=\"r7\">&nbsp;<\/a>\n\n\n<p class=\"has-x-large-font-size wp-block-paragraph\">How Do Wildly Important Goals Differ from OKRs vs KPIs?&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">OKRs are aspirational, while KPIs tell you how much progress you\u2019ve made. They\u2019re both part of that daily whirlwind of the job\u2014the things that have to get done to keep the business running.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">WIGs, on the other hand, are high-impact initiatives that require dedicated energy. Rather than being part of the whirlwind, WIGs are the essential aims that drive your breakthrough results. If they aren\u2019t achieved, they\u2019ll have hugely negative consequences for your organization. WIGs can often be pulled from your daily whirlwind goals; the difference is that your WIG has been deemed to be the most crucial of them all, requiring special attention to be achieved. Your WIG might be related to an existing OKR or KPI, but it could also represent new or overlooked initiatives that will make an overwhelming impact.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Unlike some OKRs and KPIs, WIGs also follow a repeatable formula. They require actionable, measurable parameters\u2014namely, a starting line, a finish line, and a deadline. We express a WIG in a \u201cFrom X to Y by When\u201d format, allowing leaders and teams to identify where they are, where they\u2019re going, and how long they have to achieve the goal.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Some examples of WIGs from FranklinCovey success stories include:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Decrease waste from $44 million to $31 million by year\u2019s end.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Increase hotel guest 5-star satisfaction scores from 42% to 55% within one year.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Increase college degrees and certificates earned from 6,300 to 7,000 over an 18-month period.&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Increase hospital patient assessment scores from 81.1 to 83.2 within one year.&nbsp;<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Finally, WIGs are meant to unite the entire organization or department around one specific aim. Teams develop their own sub-WIGs\u2014essentially microgoals that support the overarching WIG\u2014and track their progress on them, but the larger WIG is the guiding force that rallies teams to engage and unleash breakthrough results.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In some ways, WIGs and sub-WIGs can act as an alternative to OKRs and KPIs. But for most of our clients, they\u2019re a welcome supplement to the organizational strategy that allows for a more specified focus on only one initiative that will have a significant impact on the business as a whole.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">To put it another way: OKRs and KPIs measure the mountain. But WIGs move the mountain. If you want real change, you need more than a measurement\u2014you need a movement. That\u2019s the power of a Wildly Important Goal.&nbsp;<\/p>\n\n\n<a href=\"#\" class=\"block-anchor-point\" id=\"r8\">&nbsp;<\/a>\n\n\n<p class=\"has-x-large-font-size wp-block-paragraph\">How to Choose a Wildly Important Goal&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The concept may be simple, but selecting a Wildly Important Goal is easier said than done. Leadership teams can and do spend many hours\u2014or even days\u2014on this process. Your WIG needs to have both a high strategic impact and a high risk of not being executed without specialized attention. It also needs to be clear and highly specific. It\u2019s a process that requires and deserves concerted effort.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">When we work with clients to narrow down a WIG\u2014which we also refer to as the breakthrough result\u2014or a sub-WIG, we\u2019ll put teams through a prioritization exercise. They\u2019ll list their top goals, including their most important OKRs and KPIs, that they think could be good candidates for a breakthrough result. We\u2019ll then plot a few of these potential WIGs on a matrix to capture two things:&nbsp;&nbsp;<\/p>\n\n\n\n<ol start=\"1\" class=\"wp-block-list\">\n<li>The goal\u2019s risk of not being executed\u2014the likelihood that this particular goal won\u2019t be achieved without intense focus\u2014and&nbsp;<\/li>\n<\/ol>\n\n\n\n<ol start=\"2\" class=\"wp-block-list\">\n<li>The goal\u2019s strategic impact\u2014or the effect that achieving this goal would have on the strategy and the business as a whole.&nbsp;&nbsp;<\/li>\n<\/ol>\n\n\n\n<p class=\"wp-block-paragraph\">Once those goals are plotted on the matrix, we\u2019ll determine how much each goal is \u201cworth\u201d based on its potential financial, shareholder, and strategic impact, as well as its risk of not being executed.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">If the goal\u2019s impact and its risk level are both high, it\u2019s probably a great candidate for becoming a WIG, or breakthrough result. But if a goal is more likely to be achieved through the everyday whirlwind efforts, or if its potential impact doesn\u2019t fit into that high-stakes category, we\u2019ll go back to the matrix and determine a better WIG to focus on. This prioritization process helps teams avoid one of the classic goal-setting pitfalls\u2014focusing on the wrong goals\u2014by breaking down exactly which organizational aim is the most important for strategic success.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Here&#8217;s an example of how to tell the difference between a good WIG and a not-so-good WIG candidate. In the airline industry, passenger safety matters a lot for strategic impact; getting it wrong could have major implications for an airline. But passenger safety isn\u2019t really considered to be at a high risk for not being executed because airlines are already required to practice good safety measures. In contrast, on-time arrivals have both a high strategic impact and a high risk of execution failure. Think about it: It\u2019s pretty miraculous when your flight isn\u2019t delayed! And an airline that\u2019s known for consistent on-time arrivals would experience major payoffs. In this example, we\u2019d want to center our WIG around on-time arrivals, as it ticks the boxes for both impact and risk. From there, we\u2019d determine an ambitious yet winnable improvement to make\u2014the target finish line, or the \u201cY\u201d in the \u201cFrom X to Y by When\u201d equation\u201d\u2014and the deadline to achieve the breakthrough result.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The right Wildly Important Goal will vary greatly from organization to organization, but it\u2019s always going to be determined by its potential impact and its risk of not being executed. WIGs capture both significance and urgency in a way that OKRs and KPIs typically don\u2019t.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/resources.franklincovey.com\/c\/tlg-4-steps-to-refine?x=j4G37p&amp;lb-mode=overlay\"><strong>Download our free guide: 4 Steps to Refine and Execute Your Team Goals<\/strong><\/a>\u00a0<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">However, WIGs aren\u2019t the only key aspect of strategic execution. In order to actually achieve your aims, you need a solid framework to follow.&nbsp;&nbsp;<\/p>\n\n\n<a href=\"#\" class=\"block-anchor-point\" id=\"r9\">&nbsp;<\/a>\n\n\n<p class=\"has-x-large-font-size wp-block-paragraph\">Unlocking Strategy Execution With the 4 Disciplines&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/resources.franklincovey.com\/c\/the-4-disciplines-of-execution?x=RJDA8k&amp;lb-mode=overlay\" target=\"_blank\" rel=\"noreferrer noopener\">The 4 Disciplines of Execution (4DX) system<\/a> is based on the concepts outlined in <em>The 4 Disciplines of Execution<\/em>, the number 1 bestselling book on execution in the last decade. The system is designed to provide a simple, repeatable formula for organizations to effectively execute their most important priorities. It establishes a framework to facilitate and drive collective behavior change\u2014one of the most crucial and overlooked elements of successful strategic execution.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Discipline 1, <a href=\"http:\/\/127.0.0.1:8081\/courses\/the-4-disciplines\/discipline-1-wildly-important\/\" target=\"_blank\" rel=\"noreferrer noopener\">Focus on the Wildly Important<\/a>, involves narrowing your focus to identify the right WIG for your organization. This is the first step in creating a winnable game for strategic execution. As noted earlier, there\u2019s a lot of prep work that goes into this initial discipline\u2014but if you don\u2019t take that time to find and finesse your WIG and communicate it to every team member, there\u2019s no way you\u2019ll succeed.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In Discipline 2, <a href=\"http:\/\/127.0.0.1:8081\/courses\/the-4-disciplines\/discipline-2-act\/\" target=\"_blank\" rel=\"noreferrer noopener\">Act on the Lead Measures<\/a>, we figure out which activities are going to be most impactful in achieving our WIG (or sub-WIG) and prioritize them. Your lead measures track those critical activities\u2014we like to say that these are actually behaviors that have been converted into metrics\u2014and predict how successful your efforts will be. Lag measures, in contrast, tell you whether or not you\u2019ve achieved the goal. Most organizations pay close attention to lag measures, including KPIs, because they\u2019re the sorts of things you lose sleep over: revenue, profits, quality, and customer satisfaction, among them. But by the time you see what\u2019s happening with the lag measures, it\u2019s already too late to influence the outcome. While both lead and lag measures can play a role in successful strategy execution, leads speak to the specific steps being taken to achieve the goal; lags simply measure your outcomes and tell you how likely you are to succeed. By putting your focus behind the lead measures, you\u2019ll automatically influence the outcome of those lags. You can use our free <a href=\"https:\/\/resources.franklincovey.com\/c\/tlg-the-80-20-activity?x=j4G37p&amp;lb-mode=overlay\" target=\"_blank\" rel=\"noreferrer noopener\">80\/20 Activity Analyzer<\/a> tool to determine the most impactful activities for your team to focus on.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Next is <a href=\"http:\/\/127.0.0.1:8081\/courses\/the-4-disciplines\/discipline-3-scoreboard\/\" target=\"_blank\" rel=\"noreferrer noopener\">Discipline 3: Keep a Compelling Scoreboard<\/a>. Simply put, people play differently when they\u2019re keeping score. Having the right scoreboard can motivate players to win. And unless team members can see their progress in real time, those lead and lag measures aren\u2019t going to be as meaningful. The 4DX system tracks the pace of execution in a dynamic, visual way\u2014a color-coded sliding scale that measures the difference between the behaviors being performed (lead measures) and the desired outcome (lag measures). We refer to this as XPS, or your Execution Performance Score. The goal is to get green\u2014to stay \u201cright and tight\u201d on the scale\u2014which indicates that you\u2019re on track. The higher your XPS, the greater your results and your ability to sustain (or even improve) them. Think of it like a grade point average; it\u2019s simple, but it\u2019s a highly effective way to measure progress.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Finally, we have <a href=\"http:\/\/127.0.0.1:8081\/courses\/the-4-disciplines\/discipline-4-accountability\/\" target=\"_blank\" rel=\"noreferrer noopener\">Discipline 4: Create a Cadence of Accountability<\/a>. Having a scoreboard won\u2019t mean much if there\u2019s no accountability surrounding the goals. We recommend that teams meet on a weekly basis\u2014though this cadence can vary\u2014to review each team member\u2019s commitment to making an impact on the scoreboard, as well as holding each other accountable to the pace of execution and progress being made. When teams see that the activities they\u2019re doing every week are having a direct impact on their WIG or sub-WIG, that sense of winning drives both performance and engagement in a way that standalone metrics don\u2019t.&nbsp;&nbsp;<\/p>\n\n\n\n<section class=\"block block-image-with-text \">\n    <div class=\"uk-flex uk-justify-sb has-background bg-color-gray\">\n                    <div class=\"it-text\">\n                <h2 class=\"heading\">The Most Trusted Leadership Company<\/h2>                <p>Learn how your organization can use our people, content, and technology to create collective action and meaningful change.<\/p>\n                                    <div class=\"cta\">\n                                                        <a href=\"#\" alt=\"Request a Demo\"\n                                    class=\"btn btn-primary\"\n                                    data-uk-toggle=\"target: #request-demo-form\">\n                                        Request a Demo                                <\/a>\n                                            <\/div>\n                            <\/div>\n            <div class=\"it-image\">\n                                    <img decoding=\"async\" \n                        src=\"https:\/\/franklincovey.kz\/wp-content\/themes\/franklincovey\/img\/blank.gif\"\n                        data-src=\"https:\/\/franklincovey.kz\/wp-content\/uploads\/2023\/05\/blog_engage-cta_785x450.jpg\"\n                        alt=\"\"\n                        class=\"bw-to-color lazy\">\n                            <\/div>\n            <\/div>\n    <span class=\"animated-line\"><\/span>\n<\/section>\n\n\n<a href=\"#\" class=\"block-anchor-point\" id=\"r10\">&nbsp;<\/a>\n\n\n<p class=\"has-x-large-font-size wp-block-paragraph\">KPI vs OKR: Prevalent Pitfalls That Impede Execution&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">OKRs and KPIs are good to have. But on their own, they don\u2019t automatically translate to execution excellence. To ensure you actually achieve those goals, your leaders and teams need a system to follow\u2014one that allows organizations to avoid many of the most common problems that occur during strategic execution.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">During my time with FranklinCovey, I\u2019ve found that organizations frequently fall into the same traps when trying to execute their strategy. They include:&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Having Unclear Goals:<\/strong> Our research shows that just 15% of employees are aware of their organization\u2019s goals. That lack of clarity means that employees can\u2019t be engaged or reach their full potential. If they don\u2019t even know what the goal is, how are they supposed to devote their best efforts to achieving it? With a system like 4DX, transparency is built right in; those goals must be defined and communicated throughout the organization. What\u2019s more, team members feel accountable and motivated to do their part to achieve the goal. &nbsp;<br>&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Having Too Many Goals:<\/strong> Having too many goals is just as bad as not clearly defining a goal. Ambitious people naturally want to achieve a lot, but having too many goals splits your focus and makes your ambitions much less achievable. WIGs unite teams and organizations around one sole initiative. While the daily whirlwind tasks still need to get done, having that single goal creates intense focus and gives team members a sense of purpose, which we know is a crucial component of <a href=\"http:\/\/127.0.0.1:8081\/blog\/how-to-spot-disengaged-employees-and-reactivate-employee-engagement\/\" target=\"_blank\" rel=\"noreferrer noopener\">employee engagement<\/a>. &nbsp;<br>&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Senior Leaders Measuring the Wrong Goals:<\/strong> One of the most common challenges organizations face, especially at the senior leadership level, is selecting and measuring the wrong goals. The key here is identifying which high-risk goals truly deserve intense focus and effort, compared to those that will naturally be achieved through the rhythm of daily operations. Too often, executive teams fail to spend enough time selecting the right breakthrough results. Consequently, they don\u2019t get the buy-in and engagement they need. When this process is rushed or poorly executed, the initiative loses momentum before it ever gains traction.&nbsp;<br>&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Front Line Teams Measuring the Wrong Goals:<\/strong> It\u2019s not only senior leaders who identify and measure the wrong goals. Around 60-70% of the time, we find that when we help organizations implement the 4DX system, we end up focusing on metrics the business isn\u2019t currently tracking or measuring. That\u2019s because we focus on the specific behaviors that drive results\u2014the lead measures\u2014rather than just the outcomes themselves. Most businesses and teams default to tracking lag indicators (like KPIs or OKRs) but fail to drill down into the behaviors that directly influence those metrics. The real game-changer is shifting focus from measuring results to acting on and measuring the behaviors that create those results.&nbsp;<br>&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Lack of Accountability:<\/strong> One issue with OKRs is that they\u2019re not reviewed frequently in most organizations. You might hear about them once a quarter at an all-hands meeting or once a month, if you\u2019re lucky. KPIs aren\u2019t necessarily reviewed more frequently, either\u2014and when they are, you don\u2019t have a real opportunity to change course if needed. The 4D system creates a cadence of <a href=\"http:\/\/127.0.0.1:8081\/blog\/fostering-accountability-in-the-workplace\/\" target=\"_blank\" rel=\"noreferrer noopener\">accountability in the workplace<\/a> and provides a scoreboard, which both show how each person\u2019s actions and behaviors are tied to achieving those goals. Because that progress is reviewed weekly, you can fit enough \u201creps\u201d in to make progress and adjust as needed without losing sight of the bigger picture. And when each team member feels a sense of ownership of and responsibility for their part in achieving the goal, their commitment turns into a personal promise, rather than an arbitrary target they can miss if needed.&nbsp;<br>&nbsp;<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>No Behavioral Focus:<\/strong> Most OKR-focused methodologies really have two components\u2014defining the metric and reviewing progress. Not only do these methodologies not have a scoreboard or establish a frequent reporting process, but they also don\u2019t track the behaviors that drive the goal. Bain &amp; Company says that <a href=\"https:\/\/www.bain.com\/insights\/sebastian-walter-make-behavior-change-stick-video\/\" target=\"_blank\" rel=\"noreferrer noopener\">behavior is what drives results<\/a>. In other words, achieving your strategic goals requires collective behavioral change. That\u2019s what makes execution so difficult, and it\u2019s what causes the vast majority of strategies to fail. The goal you\u2019re trying to execute on requires far more than physical labor or brain power. To achieve your aims, you have to first inspire a mindset shift\u2014which then leads to a behavioral shift\u2014in your teams. That\u2019s immensely hard to do, especially when you\u2019re caught up in the day-to-day maintenance of the whirlwind. But if you fail to address the mindset shift and the subsequent behavioral change that needs to be made, you won\u2019t successfully execute your strategy\u2014even if it looks beautiful on paper. With the 4DX system, we focus on the behaviors that drive the outcomes, which is what really differentiates our methodology and unleashes performance in teams.&nbsp;&nbsp;<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/resources.franklincovey.com\/c\/tlg-execute-your-strategic-goals?x=mOBKZo&amp;lb-mode=overlay\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Download our free guide: Execute Your Strategic Goals and Create Breakthrough Results<\/strong><\/a>\u00a0<\/p>\n\n\n<a href=\"#\" class=\"block-anchor-point\" id=\"r11\">&nbsp;<\/a>\n\n\n<p class=\"has-x-large-font-size wp-block-paragraph\">Supercharging Your Strategic Execution&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The majority of strategies hinge on widespread behavior change. It&#8217;s hard to change your own behavior. Changing somebody else&#8217;s is even harder. And changing the behavior of a whole group of people feels practically impossible without expert help. But when you don\u2019t address that need for collective behavior change as part of your strategic execution, there\u2019s very little chance you\u2019ll achieve your goals.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Here&#8217;s the bottom line:<\/strong> While OKRs can offer big-picture inspiration and KPIs provide insight into the data, neither of these metrics provide a framework for engaging employees, uniting them around a common goal, and ensuring accountability for breakthrough results\u2014all behavioral indicators of a successful strategic execution. With the 4D system, we can supercharge KPIs and OKRs by identifying your most impactful goal and providing you with the step-by-step process for achieving it\u2014enabling your leaders and teams to engage in powerful behavior change and unleash breakthrough results.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/www.franklincovey.com\/events\/webcast-series\/execution-excellence-bringing-your-strategy-to-life\/\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Watch our webcast, Execution Excellence: Bringing Your Strategy to Life<\/strong><\/a>\u00a0<\/p>\n\n\n\n<section class=\"block block-blog-tools\">\n    <div class=\"ctas\">\n        <a href=\"http:\/\/127.0.0.1:8081\/why-franklincovey\/create-breakthrough-results\/\"\n           alt=\"Learn More About Our Approach to Breakthrough Results\"\n           target=\"_self\"\n           class=\"category-link\" >Learn More About Our Approach to Breakthrough Results &rsaquo;<\/a>\n        <br><br>\n        <a href=\"http:\/\/127.0.0.1:8081\/about\/contact-us\/\"\n           alt=\"Contact Us\"\n           text=\"_self\"\n           class=\"btn btn-outline\">Contact Us<\/a>\n    <\/div>\n    <\/div>\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n","protected":false},"excerpt":{"rendered":"<p>While OKRs can offer big-picture inspiration and KPIs provide insight into the data, neither of these metrics provide a framework for engaging employees, uniting them around a common goal, and ensuring accountability for breakthrough results\u2014all behavioral indicators of a successful strategic execution.<\/p>\n","protected":false},"author":23,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[61],"tags":[],"class_list":["post-44598","post","type-post","status-publish","format-standard","hentry","category-breakthrough-results"],"acf":[],"_links":{"self":[{"href":"https:\/\/franklincovey.kz\/en\/wp-json\/wp\/v2\/posts\/44598","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/franklincovey.kz\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/franklincovey.kz\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/franklincovey.kz\/en\/wp-json\/wp\/v2\/users\/23"}],"replies":[{"embeddable":true,"href":"https:\/\/franklincovey.kz\/en\/wp-json\/wp\/v2\/comments?post=44598"}],"version-history":[{"count":19,"href":"https:\/\/franklincovey.kz\/en\/wp-json\/wp\/v2\/posts\/44598\/revisions"}],"predecessor-version":[{"id":54308,"href":"https:\/\/franklincovey.kz\/en\/wp-json\/wp\/v2\/posts\/44598\/revisions\/54308"}],"wp:attachment":[{"href":"https:\/\/franklincovey.kz\/en\/wp-json\/wp\/v2\/media?parent=44598"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/franklincovey.kz\/en\/wp-json\/wp\/v2\/categories?post=44598"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/franklincovey.kz\/en\/wp-json\/wp\/v2\/tags?post=44598"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}