OKRs failed without a system to support them. The Entrepreneurial Operating System embeds goal-setting into daily meetings, one-on-ones, and quarterly reviews, making the goals actually stick instead of sitting on a shelf.
OKRs alone didn't work for us because they were not embedded into a system. That's what I like with EOS and Traction, the book that created EOS, is that it was— they had their own version of OKRs. It's actually the same thing with different name, which is called Big Rocks. And the good thing with their version is that it's embedded in, in the tissue, in the DNA of how you run the company. So when you run a team meeting, you talk about the Big Rocks. When you run a one-on-one, you go through the Big Rocks of the person you're running a one-on-one with, and so on and so forth. So that's what I liked about Traction, is that it was very practical. It felt, for the first time, I felt like I had a recipe I could just follow. And if I followed it, if I run my meeting like the book said, if I run my annual planning like the book said, if I run my quarterly reviews like the book said, you had agenda items, you do this first for 2 hours and this and that and this. It felt like, oh my Lord, I'm gonna follow this recipe and I'm going to feel like I'm doing my job.
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