如果员工或者老板仍然扮演“消防员”的角色，他们就无法在实现公司愿景和使命方面，取得可衡量的进展。因为当每个人都在忙着“救火”，公司内部的员工是不可能凝成一股绳，齐心协力往同一个方向去努力的。

OKR最关键的作用，并不是用于代替KPI去考评员工，更不是KPI升级版的绩效管理工具。OKR是一套集批判性思维和改善性思维的管理工具，用来确保所有员工可以齐心协力，用可衡量的努力来实现公司的目标。

Having one self-driven employee may depend on the manager’s luck. Having a sustainable self-driven talent pool depends on the system.

More than 60 per cent of respondents said they were losing at least one to two hours a day in productivity due to “coronastress”

I think the primary reasons are: I understood my work’s significance, and I had a clear picture of how I shall achieve my objectives. That was my initial experience with the OKR mindset and principle.

很多企业一方面很向往成功实施OKR的团队状态，另一方面又质疑，这种源于国外的方法和理论，是否会在马来西亚水土不服？

There are three tips I want to share with you if you are also coaching your clients for the OKR setting.