“Learn the rules like a pro so you can use them like an artist”

Apparently Pablo Picasso said that, but I don’t think he was talking about management theory when he wrote it. All the same, it’s the approach I take when I’m helping a business figure out how to structure their strategic management processes, and bring it to life to deliver value. 

Rather than tell you about the theories (OKRs, Objectives, KPIs etc etc), here are some things to think about when you’re flexing the ‘rules’ to your business: 

1.Principles over process

Work out what it is you’re trying to achieve organisationally (not just your business goals, though those are obviously important). Clarity? Collaboration? Communication? Shared objectives? Easier to track / deliver metrics? Shared accountability? Faster decision making? More insight-driven decisions?

Identifying these principles will help you identify which ‘rules’ you should prioritise when designing your approach. 

2. When you’re breaking a ‘rule’, be clear why you’re doing it and what you’re trading off

For example, if the theory says no more than 3 priorities, but you want to have 10, consider the balance between 'if everything’s a priority then nothing is' vs giving more things visibility and governance. Perhaps some of them are smaller but you want to spotlight them, perhaps you want to make sure all teams are represented in some way because you're prioritising collaboration or inclusivity.

3. Shift your team’s thinking processes

If you’ve been using a different management philosophy or have been very top down and your leaders aren’t used to a discussion, debate and retrospective approach you might choose to adapt and evolve that over time.

You might, for example consider making the shift to an OKR-led approach a team Objective in itself. Would some additional coaching or pointers help the team create space for a different type of conversation? 

4. Work on the box not just in the box - keep evolving & listening to the business

In fast-growing businesses in particular, the objectives, external context and shape of what you need to deliver changes rapidly, and the approach you took yesterday probably won’t work tomorrow even if the principles should.

Keep reflecting on your time horizons, and how long you’d expect the current approach to roughly be impactful for. Some of the mechanisms may need to evolve faster than others.

5. Consider the impact on the wider system. 

This one is frequently forgotten until it becomes an issue.

When you change one part of a system there will be a different reaction somewhere else. How will this impact how you talk to other stakeholders, eg in recruitment, with customers, partners, investors, other teams (if you’re just rolling it out in one area). Does it change how you talk about your strategy and culture?