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OKRs and Team Performance

OKRs fail in Malaysian organisations for a consistent reason: the existing KPIs get renamed as key results, everything stays exactly as it was, and within two quarters the process is abandoned as another management fashion. The difference between OKRs and KPIs is not the format, it is that a key result describes an outcome you are trying to change rather than an activity you were always going to do. This day is spent on writing them properly and running the cycle that makes them matter.

Programme Agenda

What OKRs Are For

Focus and alignment, not performance appraisal. Why coupling OKRs to bonuses reliably destroys them, and the difference between an OKR and the operational KPIs you still need to run the business.

Objectives Worth Pursuing

Writing an objective that is directional, meaningful and finite. Why three matter more than eight, and how to say no to a fourth that a senior stakeholder wants.

Key Results That Measure Outcomes

The central skill. Turning "launch the new portal" into a result describing what changes because the portal exists. Avoiding key results that are task lists with a checkbox at the end.

Making Them Measurable but Not Gameable

Baselines, targets and the metric that improves while the underlying situation worsens. Pairing a metric with a counter-metric so a team cannot hit one by damaging the other.

Alignment Without Mechanical Cascading

Connecting team OKRs to company direction without each level simply restating the level above. Horizontal alignment between teams that depend on each other, and negotiating a shared key result.

Ambition, Scoring and Honesty

Committed against aspirational OKRs, what a score of 0.7 should mean, and building a culture where reporting a missed key result is safe. What happens to the process the first time someone is punished for a low score.

The Quarterly Cycle

Setting, weekly or fortnightly check-ins that take fifteen minutes, mid-quarter correction, and a closing review that produces learning rather than a scorecard. Keeping the overhead low enough to survive.

Writing Your Own

Participants draft a set for their own team, then have them challenged: is this an outcome, is it gameable, is it too many, and what would you stop doing to achieve it.

Learning Outcomes:
Explain what OKRs do that KPIs do not, and keep them out of appraisal
Write objectives that are directional, meaningful and few
Convert an activity into a key result that measures an outcome
Set baselines and pair metrics with counter-metrics against gaming
Align team OKRs to company direction without mechanical cascading
Use scoring honestly, including reporting a miss
Run a low-overhead quarterly cycle with short check-ins
Leave with a drafted and challenged OKR set for your team

Duration: 1 Day (8 Hours)
Training Hours: 9:00 AM to 5:00 PM
Level: All levels
Training Mode: Physical, Online, or Hybrid
HRD Corp SBL-KHAS Claimable
Certificate of Completion included

Frequently Asked Questions

Team leads, department heads, senior managers and executives, plus the HR or strategy staff who will run the process. Sending a leadership team together is the most effective format because alignment is discussed live.

Not necessarily, and the session says so. KPIs monitor whether the business is running properly; OKRs drive change in a defined period. Organisations with stable operations and no change agenda often do not need them, and the first module helps you decide honestly.

No, and the programme is unambiguous about it. The moment a key result determines pay, people set targets they know they can hit and the tool stops doing the thing it exists for. Where an organisation insists on linking them, the session covers how to limit the damage.

Yes. For in-house delivery at the start of a quarter, the final module is expanded so the leadership team leaves with an agreed OKR set rather than a draft.

Yes, this programme is HRD Corp SBL-KHAS claimable. Our team can assist your HR department with the documentation required for the grant application.

Yes. Any programme can be booked as a team day. Everyone works the same brief together, so your people come away having built something and knowing each other better.

If you are claiming under HRD Corp, the session has to fall at least 14 days after your HRD Corp approval. If you are not claiming, the date is flexible and we work around your calendar.

Put them on the self-paced e-learning instead. Your team works through the modules on our LMS in their own time, sits the assessment, and earns the same certificate, so nobody has to clear a full day together.

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