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Concrete vs. Abstract
You could do a real-world, concrete review, or an abstract one discusses fiction. While both tasks use the same model when conducting a conceptual gap review. You'll need to know which variables to use. Using real data and facts for an objective review.
Strategic vs. Operational
A gap review can be skillful, focusing on the whole company. And plotting and application at a level or it may be functional and focus on the daily work of a team. Since these approaches are based on real-world cases, premises are not required.
Examples of gap
Although there are many market aspects and cases which can use gap review. Here are some examples explaining how a company could use a gap review:
- Launch of new products: After a company launch a new product, a gap review may be held to assess why sales didn't meet the forecasts.
- Growth: When a business is not meeting targets, the goals that were laid out of gap review can help to find what can fix it.
- Supply Management: If a hotel often finds running low of supplies, they could perform a gap review to find the reason.
- Sales output: A company should look at its sales performance to ensure that they produce the right products. And use the result to improve their production limits.
- Individual Assessment: A firm's manager may have each member perform a self-review of the gap. And use these scores not just to find targets to improve the performance of each employee. But also to bring out the good practices which can be pursued by everyone.
- Review of products: A company may perform a gap review of its product. This to make sure that all the attributes and functions shown in the business needs are available and work as hoped.
Each cycle has many chances to boost teamwork and objectives. The following points are helpful:
During the cycle, goals and key results are not altered. It is done if the company faces an unexpected issue to which it must respond. This is rare; It is checked, and recaps show potential for improvement for the next cycle. A stable rollout of a firm's OKR model requires time. It takes 3-4 cycles to get OKR's full push.
A practical, well-designed roll out plan will reduce learning. Steps like in-house training, OKR Coaches training, expert training helps increase the quality and speed of learning.
It is worth noting: To remain humble and open to making errors and studying new skills.
Is OKR's right for you?
If you are CEO or leadership, using the OKR's system is a proven way to improve worker's links with goals. It checks results, gives the team ample inputs, and delivers results. Creating OKR's tell leaders on what to focus during a given period.
Review OKRs if required. Be agile, if your company, team, or goals change, feel free to change the OKRs. When set up and used daily, OKRs seem to be simple to use and would not take time to implement. It requires only a few hours each quarter to verify and review your OKRs. Although you should verify them more frequently to keep up with growth and track the gains made every week.
The major impact of using OKR in most companies with no goal management already in place. Those that focus solely on metrics and KPIs is a cultural shift from output to output. OKR creates focus, openness, and placement for all jobs within a company. These three factors merge and lead to higher employee involvement.
Agility - Smaller goal cycles allow changes and faster move to change. It is growing ideas and decreasing threats and loss.
Alignment and cross-functional cooperation - The use of mutual OKR's improves teamwork among various teams.
Shortened time to set objectives - OKR's ease makes the whole process of goal setting faster and easier. It reduces the time and effort spent on goal setting.
Clear engagement - Openness and clarity make it easier for teams to know the company's goals. It shows how each worker can help.
Make workers involved - OKR's two-way goal setting plan connects workers with company goals.
Design of OKR's
OKR design is very simple:
Objectives - Start by setting three-five primary company goals. Goals should be positive, measurable, time-bound, and to be done by the team. A goal will inspire and challenge the team
Results - Define three-five conclusive results under each goal. The main results must be real, leading to objective scoring and tough but not difficult. Results of OKR can be based on progress, success, or loyalty. They mostly are numeric, but they can also show if something is done or undone, so a binary 0 or 1.
How to bring OKRs to use?
Communicate your goals and Key outcomes to all once defined. If required, mix the text so everyone can have a standard view. When people start the job, they update weekly outcome metrics. A goal is considered done when 70-75% of its outcomes have been met. If 100% of targets are achieved, it might not be ambitious enough.
Review OKRs as required. Become flexible. If your company, team, or goals change, then change the OKR's. No method must be larger than common sense and daily business.
History of OKR
OKR has a rich history which can be traced to 1954 when Peter Drucker created MBO or Objective Management. In 1968, Andy Grove co-founded Intel and, as CEO, improved MBO into an OKR model that is being used today. In 1974, John Doerr, who is one of the most successful venture capitalists, joined Intel and invested in companies like Google and Amazon.
Doerr, who introduced Google to OKR, has a goal-setting formula: “ I will ________ as measured by ____________." which is still in use.
How to prepare for OKR
Before you start using OKR, it is crucial to have a clear idea of the task that needs to be solved. For most companies, OKR solves the task of deploying a business plan in a manner that is clear to all staff, clear and achievable. To succeed, a worker should be in the company to deliver and run OKR. This person is called "Envoy," and the role is to see that everyone who uses OKR is trained involved and has continuous help and support. OKR is a system, but it is also a learning process that often requires a step-change in how thinks and measure their work.
The layout of an OKR tool is split into 4 points based on strategy and delivery.
How OKR bridges the strategy execution gap
1.) Mission & Vision
2.) Company OKRs (1 year)
3.) Group OKRs (1 quarter)
First two are strategy (mission & vision and company OKRs)
Last two are execution (group OKRs and Initiatives)
Middle two are OKR (company OKRs and group OKRs)
The last one is Agile, GTD, etc.
OKR's stands for Objectives and Key Results. It is a famous goal managing tool that helps companies deploy strategy. OKRs help to connect the company, team, and goals to real results. This is while all team leaders and members operate in one direction. An OKR comprised of a Goal that identifies an objective to be done. And up to five Vital Results that make progress towards the goal.
Each OKR may also have efforts that define the job needed to run the Vital Results forward. The model includes a range of rules that help workers plan, coordinate, focus, and measure the result of their work. OKR helps firms convey company plan to workers in a visible manner. These assist companies shift from output to a result-based approach to work.
What is the objective/ goals?
The objective is a summary of the goal to be attained in the future. The objective sets out a clear plan and gives motivation. A goal can be thought seen as a location on a map.
What a Vital Result?
A Vital result is a metric value and target price, which test success to the objective. A vital result is like a distance symbol that tells how near you are to your goal.
What is an Initiative?
An Initiative is a summary of the job you are trying to do to impact the Key Result. If a goal is your target and the vital result shows the length to go. The Initiative defines what you will be trying to do to get there.
Hoshin Kanri is a strategic planning tool based on Japanese culture. It was created in the 60s and 70s. It is used to help companies to manage their strategic plan to achieve success. It is a seven-step method used as part of a tactical plan which speaks about objectives. It is shared across the company, and then put it into action.
The method aims to improve links across the company. And at the same time to reduce waste produced by weak direction or poor management at any level. Companies that use the model follow a path of thought, making plans, applying, and reviewing.
The Gemba process ( is another element of the tool ) could well indicate spending moment with your sales staff or your software design team. And to work closely with your customer service team. But they should describe it as it relates to your company. And define what the leaders and the front-line workers will understand. The model wants all of us to know how Gemba operates in your company. It is critical for the model to fit your company.
You would have found a range of replies if you studied how to execute the plan in your company. But there are four crucial moves at the core of it; this will start your planning:
Find your primary goals - The first key step to proper planning is to satisfy your executive team. And the managers required to create the strategic plan. The company does not need to begin the Hoshin plan if the company already has a plan in place. The company can carry what they are doing and later adapt to the Hoshin model.
Play catchball - One thing that separates Hoshin from other tools is catchball. This word is used to define the idea of putting ideas back and forth for the sake of balance. In other words, your top management can set its company's three-to-five-year key goals. Then they will chat with the lesser-level managers about the objectives, who will talk to their teams about it. This feedback method helps you have a buy-in through your company.
Have your Gemba on - Gemba is another element of the tool. Gemba means getting out on the shop floor and recording the goals and reforms. The idea is to stay connected to your Hoshin plan unity. Managers should review how ground-floor ideas are blended. And catchball to gather with in-process feedback.
If you do not have a shop floor, when you are thinking about the Gemba process, find what that means for your management team to be there on front lines.
Make the adjustments you need - All three prior moves deal with a certain extent with collecting feedback. What good is input if it is not used? This key step means you do and make adjustments to keep track of your short-term, long-term reforms.
The concept is that goals cannot be achieved if they are created at the highest levels and pushed down to lower departments. Hoshin tends to favor talks and goal-honor from top to middle to bottom, then back up. To be useful, you must line up the following three levels in the company:
The Strategic Level - This includes the company's view, purpose, and yearly goals. They are built or conveyed at the highest employee levels.
The Mid-Level and the strategy Levels - The company's goals must be linked at this level to ensure that each project affirms and pushes each goal.
The Worker Level - This is the internal level when everyone in a company adds value in some way. In this level, the creation and delivery of employee plans should be linked with company goals. Staff involved in Hoshin Kanri feel far more involved in the success of the company's goals.
The concept is that every employee should work towards the highest goals set by the company. Employees get input that needs to be included in the objectives. And, as a result, workers feel a sense of ownership. This two-way sharing of information is crucial. Passing input back and forth, the management string produces an input cycle.
Hoshin Kanri, in its purest sense, means detailing goals. And trying to seek and execute input from every level of your company in a loop. Any company with loyal staff can try to use the method. Hoshin's difference is that it says breakthrough goals are to be captured, shared, and approved by all in the company. After that step, list the person, departments, and sub-goals that link with larger goals. The goals can be reviewed weekly, monthly, and yearly.
To adopt Hoshin Kanri at your company, follow the seven steps. Make sure that the catch ball process is open and regular that everyone accepts the goals.
1.) A key Lean management tool to make sure a company's plan is deployed across the structure.
2.) An essential part of the model is continued growth via tools like PDCA and Catchball.
3.) When applied, the model pushes leaders to show up with a vision and a set of breakthrough goals. It provides a flurry of goals, making sure it is aligned and give the needed power for proper deployment.
4.) Kanban base can assist with both the model planning and the actual deployment of the goals.
5.) The model must adapt to today's dynamic world by shortening contact cycles and creating a much more smooth way to share details.
1. Find the KPI's and direction for the top management. The view must motivate change, not a mandate that comes from the highest level.
2. Detail the breakthrough goals. Existing and new customers should have no more than five goals. These goals, also called stretch goals, lead to organization-wide growth.
3. Set the timetable for reaching these goals. Thinking about the future is good: Where do we have to be in a year to be at the desired position in five to seven years?
4. Start and continue the catch ball process, from top to bottom, and back again. This is to get input, refinement, and buy-in from the whole company.
5. Create review cycles to test the potency of your tactics among people who are close to customers. They can be daily, weekly, yearly cycle. To track your month-to-month progress, deem using a bowling chart. Hoshin Kanri bowling chart model to keep a record of the progress of multiple efforts and projects, the months ahead, the slower. etc.
6. Take measures when the test shows the company, team, or project has missed a goal or KPI and take action to get back on track.
7. Take part in-depth, a yearly review of objectives to decide the changes you have to create for the coming year. Getting input from all is vital to the company's growth and progress.
If you like to try to apply the model in the company, use the bowling chart to catch at a higher level. The model also makes you dive into tasks and delivery.
1. Comparison is bad for Studies:
The biggest de-motivation of your study is comparisons. Please don’t do it. You and I have a different pace to study, to grasp and learn subjects and topics. When it comes to studying, always keep up and compete with yourself. Follow the idea of spending time every day strictly for your studies. Do better than yesterday. Instead, don’t compare and go hard on yourself when it comes to studies, thesis writings or grades.
2. Audio Methods for your Studies:
Record the important concepts, the core concepts, theories, interpretations from case-studies & prior research findings, etc. Do it in your smartphones or a recording device meant for study.
Do it as if you are talking and discussing with yourself about the studies. It’s a good way instead of carrying textbooks to study.
- You have good educational videos, concept-explanations, demo videos, etc.
- Go outside textbooks and libraries. There are lots of interesting ways to learn concepts.
- Download and listen to interesting podcasts, and lectures or audio files related to your studies.
Using Audio methods to listen to on the go, or while relaxing can help you study better. It is a fun way to learn. Furthermore, it’s a good way to motivate yourself to study.
3. Sometimes you have to force yourself to Study:
It’s true. Not every time a motivation works. Sometimes, we all get caught up with unexpected things that could take us astray from studies. At times, whatever you do you may feel like nothing works. Studying can make you feel like stepping out of your comfort zone. You cannot do this forever. You have to start your studies somewhere. During that time, you have to force yourself to at least take your book out and just go through or flip pages.
Personality refers to the combination of qualities, attitude, and behavior, that makes a person distinct from others. Character refers to a set of moral and mental qualities and beliefs, that makes a person different from others.
"It’s good to have a failure when you are young because it teaches you so much. For one thing, it makes you aware that such a thing can happen to anybody, and once you’ve lived through the worst, you’re never quite as vulnerable afterward.”
- Walt Disney
Celebrate Success. Learn from Failures.
Confidence is a feeling of trust in self or others. When you are clear-headed and have that element of esteem in yourself, it means you have self-confidence. Self-confidence is your trust in your own ability to do any task by viewing yourself.
A sound and healthy sleep are extremely important. By giving rest to your body, you are in a way helping yourself to feel good and make your body and brain function more effectively.
Practice self-love to believe in yourself. You love yourself and consider to be a valuable and commendable person. You have a positive opinion and judgment in your own self. Compliment yourself. Congratulate and applaud for your merits. Console if need be. But respect yourself and love more day after day
Gratitude is the positive element in you that lets you express your thankfulness for people or things. Gratitude forms an important trait as it defines your attitude. Gratitude attitude also defines who you really are, what you think you are, and what others think you are.
Positive thinking is an emotional and mental attitude that focuses on the good and expects results that will benefit you. It’s about anticipating happiness, health, and success – essentially, training yourself to adopt an abundance mindset and cultivate gratitude for your own successes and those of others.
The Law of Attraction is the ability to attract into our lives whatever we are focusing on. It is the Law of Attraction which uses the power of the mind to translate whatever is in our thoughts and materialize them into reality.
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